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題名:工作中的情緒勞動:概念發展、相關變項分析、心理歷程議題探討
作者:吳宗祐 引用關係
作者(外文):Tsung-Yu Wu
校院名稱:國立臺灣大學
系所名稱:心理學研究所
指導教授:鄭伯壎
學位類別:博士
出版日期:2003
主題關鍵詞:情緒勞動資源保存理論情緒耗竭自我監控難應付客戶調節他人情緒服務訓練效用紮根理論emotional laborconservation of resource theoryemotional exhaustionself-monitoringdifficult customerregulation of others'' emotionsservice training utilitygrounded theory
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本論文旨在釐清情緒勞動的概念,探討情緒勞動與相關變項的關聯性,並剖析若干情緒勞動心理歷程的議題。在研究一中,研究者採取量化研究的取向,並以「資源保存理論」為基礎,探討情緒勞動與其他變項之間的關係,這包含了外在工作要求的變項(遇到難應付之客戶的頻次)、外在工作資源的變項(服務訓練的效用)、個別差異變項(自我監控與調節他人情緒的能力)、及心理成本變項(情緒耗竭)。研究者透過「由下而上」的歷程,從數百個關鍵事例與觀察紀錄中發展出情緒勞動量表,並採用自評與他評的調查研究策略,針對一家本土的大型銀行進行問卷施測。結果發現:(1)情緒勞動的內涵至少包含表達正向情緒、克制負向情緒、處理他人負向情緒等三個部分。(2)遇到難應付客戶的頻次與服務訓練的效用可顯著的預測情緒勞動的大小。(3)情緒勞動的大小可以顯著的預測情緒耗竭的嚴重度。(4)遇到難應付客戶的頻次可以透過情緒勞動的中介歷程影響到情緒耗竭。(5)自我監控可以調節遇到難應付客戶的頻次與情緒勞動之間的關係;調節他人情緒的能力可以調節服務訓練效用與情緒勞動之間的關係。
在研究二中,研究者採取質化研究的取向與紮根理論的策略,以探討「員工在工作中如何做情緒勞動?為何做情緒勞動?情緒勞動對員工如何造成影響?」等心理歷程議題。透過與37位第一線工作者的深度訪談,研究者發現:(1)面對以禮相待、挾怨而來、及怒火灼身三類人際事件時,員工在表達正向情緒、克制負向情緒、處理他人負向情緒上所投注的心力與表現的方式也不盡相同。(2)促進員工真誠表達正向情緒的策略計有進入對方的世界、關係親友化、及好人好事的信念;而阻礙因素則有未能融入工作角色、出於虛情假意的應付場面、對互動對象的反感、及不足為外人道的個人狀況。(3)員工在工作中抑制憤怒的因素計有後果的考量、對工作倫理的堅持、體諒與憐憫、及自我掌控;促進情緒爆發的因素則有本能反應、策略考量、及強化作用。當員工夾在抑制與爆發之間時,常會以許多間接的方式來表達負向情緒;而一旦情緒已爆發出來,員工又要採取許多後續的心理或行為策略來進行收尾。(4)長期情緒勞動工作中所出現的轉折,會使員工對於自己的看法或對工作的態度產生變化,而變化的過程有躍升、沉淪、及反轉三種。至於變化的結果,則表現在員工的「工作自我」與「實際自我」的四種關係上,分別是對立、展延、分隔、及統合。
The purpose of the study is to clarify the concept of emotional labor, analyze the relationships between emotional labor and other related variables, and explore psychological process issues about emotional labor. In study one, I use quantitative approach to explore the relationships between emotional labor and other variables on the basis of resource of conservation theory (COR). The variables include external job demand (frequency of contacting difficult customers), external job resource (training utility), individual differences (self-monitoring and ability to regulate other’s emotion), and psychological cost (emotional exhaustion). Through “Bottom-up” process, I develop emotional labor scale from hundreds of critical incidents and observational records. Using self-rating and other-rating strategies, I conduct questionnaire survey in a domestic commercial bank. The results show as following: (1)The content of emotional labor includes expressing positive emotions, controlling negative emotions, and handling others’ negative emotions at least; (2)Frequency of contacting difficult customers and training utility significantly predict emotional labor; (3)Emotional labor significantly predict emotional exhaustion; (4)Frequency of contacting difficult customers influence emotional exhaustion through the mediating process of emotional labor; (5)Self-monitoring moderates the relationship between frequency of contacting difficult customers and emotional labor; ability to regulate other’s emotion moderates the relationship between training utility and emotional labor.
In study two, I use qualitative approach and grounded theory strategy to explore such issues as “how do employees do emotional labor in their jobs? Why doing so? How do employees change under the job roles of high emotional labor?” Through in-depth interview with 37 frontline workers, I find the following results: (1) There are three kinds of interpersonal events: courtesy, complaining, and rage. Different interpersonal events require different effort in emotional labor. (2) The strategies to facilitate “deep acting”(that is, expressing positive emotions from the bottom of heart) include entering others’ inner worlds, treating others as relatives and friends, believing in “I am a helper” or “the product is good“. The factors that interfere “deep acting” include not involving the job role, pretense in insincere social situation, aversion to others, and unspeakable misery about self. (3) The factors that make employees suppress anger include calculation of the outcomes, insistence on work ethics, consideration and empathy, and self-control. The factors that stimulate employees to explode with anger include instinctive response, strategic consideration, and reinforcement. When employees struggle in the inner conflict between suppression and explosion, they may use lots of indirect ways to express anger. Once the anger bursts out, the employees often adopt some cognitive or behavioral strategies to deal with the consequence of the explosion. (4) The transition events appear in long-term emotional labor job will change employee’s attitudes toward self and job, and the changing process include transcendence, decline, and reverse. Moreover, the results of the change will be reflected in four kinds of relationships between “work self” and “actual self”: conflict, extension, segregation, and integration.
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