Home care and aged care in English-speaking countries around the globe have enthusiastically taken up a model of work known as ‘relationship-based care’ (RBC). Part of the popularity of RBC is because it does not challenge austerity, underfunding, and extensive managerialism. Instead it works within and through them to foster caring connections between patients, staff, and families, and is able to do so because workers are willing to self-sacrifice for clients. Drawing on case study data collected using a ‘rapid ethnography’ methodology in two large Australian aged care organisations, this article explores workers’ experience of work and contributes to Bolton’s typology of emotion management in the relationship-based care endeavour. Our typology includes: (1) austerity-linked sacrifice; (2) official discourse; (3) faux control; and (4) compulsory time philanthropy. The article contributes to debates on care work, relationship-based care, emotional labour, and emotion management and working in the context of austerity and managerialism.

全球英语国家的家庭护理和老年护理热情地采用了一种称为“基于关系的护理”（RBC）的工作模式。RBC受欢迎的部分原因在于它不挑战紧缩，资金不足和广泛的管理主义。相反，它在他们内部并通过他们工作，以促进患者，员工和家庭之间的关爱联系，并且之所以能够这样做是因为员工愿意为客户自我牺牲。借助在两个澳大利亚大型养老机构中使用“快速人种志”方法收集的案例研究数据，本文探讨了工人的工作经验，并为博尔顿在基于关系的护理工作中的情感管理类型做出了贡献。我们的类型包括：（1）与紧缩有关的牺牲；（2）官方话语；（3）虚假控制；（4）义务时间慈善。本文有助于就护理工作，基于关系的护理，情感劳动和情感管理以及在紧缩和管理主义背景下的工作展开辩论。