【作者】 梁伟；

【导师】 冉斌；

【作者基本信息】 吉林大学 ， 企业管理， 2015， 硕士

【摘要】 服务行业的情绪劳动以及工作倦怠问题一直是研究的热点，很多学者探讨了情绪劳动与工作倦怠的关系，但是研究结果不尽相同。此外，关于两者关系的调节变量的研究相对较少。本研究以情绪劳动为切入点，通过实证分析探讨了服务行业员工情绪劳动对工作倦怠的影响机制以及服务氛围对两者关系的调节作用，从而为企业的管理实践提供科学的建议，同时丰富相关理论研究。本文基于资源保存理论探讨了服务氛围对情绪劳动与工作倦怠关系的调节作用，研究中将情绪劳动划分为表层扮演和深层扮演两个维度，将工作倦怠划分为情绪耗竭、去人格化以及低成就感三个维度。以长春地区酒店服务人员和银行柜台工作人员为样本进行问卷调查，共收集有效问卷258份，通过相关分析以及分层回归分析等方法对样本数据进行处理，结果发现情绪劳动和工作倦怠在部分人口统计变量上存在差异，情绪劳动不同维度和工作倦怠之间存在着不同的关系，服务氛围在情绪劳动与工作倦怠之间发挥着调节作用。表层扮演和深层扮演以及工作倦怠在性别、年龄与工作年限上都存在显著差异。表层扮演和工作倦怠之间存在显著的正向关系。当表层扮演水平较高时，员工需要压抑和克制内心的真实感受，同时又不得不伪装出组织要求的情绪表现，这会消耗员工大量的情绪资源，导致更高水平的情绪耗竭。而且，经常隐藏和伪装真实情绪表达会造成员工自我真实感的降低，对顾客的态度和行为也会随之变得冷漠无情，去人格化水平更加严重。此外，表层扮演会降低员工对工作与自身价值的评价，带来较低水平的成就感。与之相反，深层扮演对工作倦怠发挥着显著的负向影响作用。深层扮演水平较高时，员工的内在感受和外在表达趋于一致，情绪资源的损耗相对减少，而且组织要求的情绪表达通常是积极正向的，即所谓的正能量，对员工而言积极的情绪体验是一种资源输入，而且员工在与顾客的互动过程中，良好的互动关系也会增加员工的心理资源，可见深层扮演对情绪耗竭存在显著的负向影响。深层扮演也会提高员工的真实感，会培养员工积极情绪表达的习惯，有助于提高员工对顾客的热情与关心程度以及对工作和自我评价的积极性，即深层扮演对去人格化和低成就感均具有负向影响。服务氛围可以缓冲表层扮演对工作倦怠的影响，同时强化深层扮演与工作倦怠的负向关系。如果组织的服务氛围较差，表明员工认为组织对服务质量不够重视，即使自己的服务质量好，也不会得到相应的回报，因此员工在进行表层扮演时往往会有较大的压力，根据资源保存理论，在这种压力的条件下，情绪资源的损失会加速，造成更加严重的工作倦怠。相反，如果组织塑造了良好的服务氛围，员工在进行深层扮演时，积极情绪体验会随之增强，情绪资源的损失相对减少。而且，服务氛围良好表明员工认为组织会对其优质服务给予足够的重视和认可，这表示当员工对顾客表现出高水平的热情与关怀时，会产生被重视与被认可的心理认知，成就感增强。为降低服务业员工的工作倦怠水平及其带来的负面影响，组织可以从两个方面开展管理实践。一方面，注重员工情绪管理，鼓励员工在服务过程中采用深层扮演；另一方面，塑造良好的组织服务氛围，促使员工认识到组织对服务质量的重视。更多还原

【Abstract】 In service industry, emotional labor and job burnout has been the focus ofresearch. However, many scholars gave different results. In addition, few studieswere about moderator between t emotional labor and job burnout. In order to providescientific advice for the enterprise management activities, and enrich the theoryresearch, we researched the influence mechanism of emotional labor on job burnoutand the moderating effect of service climate through the empirical analysis.Based on the conservation of resource theory, we discussed the moderatingeffect of service climate between emotional labor and job burnout. Emotional laborwas divided into surface acting and deep acting, job burnout was divided into threedimensions: emotional exhaustion, depersonalization and diminished personalaccomplishment. We collected258valid questionnaires in Changchun, from hotelserver to bank counter. Through statistical analysis of the data by correlation analysisand hierarchical regression analysis and other methods, the results were that therewere differences between emotional labor and job burnout in different demographicvariables, surface acting and deep acting had different effects on job burnout, serviceclimate moderated their relations.Surface acting and deep acting have significant different effect on job burnoutin gender and age, there was a significant difference of job burnout in the differentworking years. Surface acting have positive influence on job burnout. When thesurface acting was strong, employees need to repressed and restrained the true innerfeelings, but also need to disguise the emotional expression of organizationalrequirements, which will consume a large number of employees’ emotionalresources, leading to higher levels of emotional exhaustion. Moreover, hiding anddisguising true emotions will result in lower employee self authenticity, customer’sattitude and behavior will become indifferent, depersonalization level become moreserious. In addition, the surface acting could reduce the valuation of work andthemselves, which means low level of sense of achievement. On the contrary, deepacting played a significant negative effect on job burnout. Deep acting level washigher, the external expression and inner feelings tended to be consistent, loss ofemotional resources was reduced, and the emotional expression was generallypositive, namely the so-called positive energy, Positive emotional experience was akind of resource input to the employees. A good interactive relationship will alsoincrease the employee’s psychological resources. Deep acting also increased thesense of reality, employees will cultivate positive emotions expression habits, helpto improve staff enthusiasm. Service climate could buffer the relationship betweensurface acting and job burnout, and strengthen the deep acting’s negative correlation with job burnout. If the organizational service climate was poor, indicating thatemployees believed that organizations did not pay enough attention to the quality ofservice, even if provided good service, they also won’t get enough in return, so thatemployees at the surface acting will often have a greater pressure. According to theconservation of resources theory, in this kind of pressure, emotional resource losswould accelerate. On the contrary, if the organization shaped good serviceatmosphere, employees’ positive emotional experience increased in deep acting.Moreover, the good atmosphere indicated employees believed that the organizationwould give full attention and recognition to their good service, enhancing the senseof achievement.In order to reduce the job burnout level of the staff in service industry andlighten its adverse effects, the organization could carry out management practicefrom two aspects. On the one hand, paying attention to employee emotionalmanagement, encouraging employees in the service process by deep acting; on theother hand, creating a good service climate, making employees believe that theirservice quality is paid much attention and recognition by the organization.更多还原