The deregulation and the increased competition in the service industry have directly led to the intense interest in and focus on the quality of emotional interaction between service providers and receivers. As a parallel to physical labour and mental labour, emotional labour (EL) is a new issue in organizational HRM requiring attention and solution. Though in recent years research on emotional labour has multiplied, it is more or less restricted to profit and government organization. As important providers of social and public services, the employees in not-for-profit organizations need to perform heavy and complex EL in accordance with the organizational rules as well. As opposed to public/private sectors, the NFP organization carries out the organization mission with non-government characteristics at the organizational level and promotes the voluntary sprit and the unbalanced HR structure at the staff level, which leads the staff of NFPs to perform much heavier and complex EL. Therefore, EL should be embedded into the HRM of NFP organizations. Besides, EL and its management not only bring new connotations and perspectives to the HRM of NFP organizations, but innovative ideas of reforming and optimizing the HR functions of NFP organizations in future.The deregulation and the increased competition in the service industry have directly led to the intense interest in and focus on the quality of emotional interaction between service providers and receivers. As a parallel to physical labour and mental labour, emotional labour (EL) is a new issue in organizational HRM requiring attention and solution. Though in recent years research on emotional labour has multiplied, it is more or less restricted to profit and government organization. As important providers of social and public services, the employees in not-for-profit organizations need to perform heavy and complex EL in accordance with the organizational rules as well. As opposed to public/private sectors, the NFP organization carries out the organization mission with non-government characteristics at the organizational level and promotes the voluntary sprit and the unbalanced HR structure at the staff level, which leads the staff of NFPs to perform much heavier and complex EL. Therefore, EL should be embedded into the HRM of NFP organizations. Besides, EL and its management not only bring new connotations and perspectives to the HRM of NFP organizations, but innovative ideas of reforming and optimizing the HR functions of NFP organizations in future.