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題名:員工表層情緒勞務前因後果之探討
作者:廖苑君
作者(外文):Yuann-Jun Liaw
校院名稱:臺灣大學
系所名稱:商學研究所
指導教授:莊璦嘉
學位類別:博士
出版日期:2009
主題關鍵詞:表層情緒勞務員工與主管交換關係(LMX)矛盾情感情緒勞務共識組織福祉個人福祉Surface actingLMXAmbivalent affectEmotional laborConsensusOrganizational well-beingIndividual well-being
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本論文運用認知資源理論(cognitive resource theory)以及社會資訊處理理論(social information processing theory)解釋員工對於顧客的表層情緒勞務(employee surface acting toward customers)產生的前因以及後續的影響。有效樣本取自房屋仲介公司的117家分店的701名員工以及117名分店經理。研究結果從前因和後果兩角度呈現。在表層情緒勞務的前因方面:研究結果顯示,員工與主管的交換關係 (leader member exchange)直接負向影響員工對於顧客的表層情緒勞務;同時,員工與主管的交換關係將透過員工對於主管的矛盾情感(employee ambivalent affect toward store manager),間接影響員工對於顧客的表層情緒勞務。此外,也發現在店家層次的變數,即員工對於主管交換關係的共識(store-level LMX consensus)負向影響員工對於主管的矛盾情緒,並且干擾員工與主管的交換關係(leader member exchange)以及員工對於主管的矛盾情緒之間的關係。在表層情緒勞務結果方面:研究結果顯示表層情緒勞務影響到組織福祉的變數,例如,員工的退縮行為(withdrawal behavior),和員工個人福祉的變數,例如,員工的生理症狀(physical symptoms)、心理健康(mental health)、工作滿意(job satisfaction)、和情緒耗竭 (emotional exhaustion)。但是,員工的工作績效似乎並未受到其從事表層情緒勞務的影響。最後,本論文亦討論表層情緒勞務未來可能的研究方向以及相關研究意涵。
Drawing on cognitive resource theory and social information processing theory, this field study examines the antecedents and the consequences of employee surface acting. On the basis of a sample of 701 sales employees and 117 managers from 117 branches of a real estate firm, in terms of the antecedents, I find that employees’ leader member exchange (LMX) is directly and negatively related to their surface acting, and also that the employees’ LMX indirectly predicts employees’ surface acting through employees’ ambivalent affect toward their store managers. Furthermore, I find that the variable at the store level, LMX consensus, has a negative effect on employee ambivalent affect toward the store managers and moderates the relationship between LMX and employee ambivalent affect toward a store manager. With respect to the consequences of surface acting toward customers, employee surface acting toward customers can influence organizational well-being (i.e., withdrawal behavior) and individual well-being (i.e., physical symptoms, mental health, job satisfaction, and emotional exhaustion). However, employee surface acting toward customers does not relate to job performance. Directions for further research and implications of the findings are discussed.
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