情绪工作对工作满意感的影响：探索上级支持的缓冲作用和情感承诺的中介作用
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摘要
情绪工作是目前组织行为学中的研究热点。本文主要探讨情绪工作对工作满意感的影响以及产生这种影响的内部机制。本研究采用多水平多来源问卷调查法，对服务行业250个“管理者——员工”对子进行研究，运用Amos、Multilevel Analysis等统计工具和方法进行数据分析，最后得到以下结论：
(1)经过对情绪工作问卷的验证性分析得出：员工在情绪工作中所采取的情绪表达策略有三种，即表面表现、深层表现和自然表现。
(2)上述三种情绪工作表达策略会对情感承诺和工作满意感有不同的影响。表面表现对员工的情感承诺和工作满意感有负向影响，深层表现对员工的情感承诺和工作满意感有正向影响，自然表现对员工的情感承诺和工作满意感有正向影响。
(3)上级支持对情绪工作与情感承诺的关系有缓冲作用。上级支持程度低时，表面表现会对情感承诺产生的负向影响更大，上级支持程度高时，表面表现对情感承诺的负面影响会减少；上级支持程度低时，深层表现会对情感承诺产生的正向影响降低，上级支持程度高时，深层表现对情感承诺的正向影响会提高；上级支持程度低时，自然表现会对情感承诺产生的正向影响降低，上级支持程度高时，表面表现对情感承诺的负面影响会提高。
(4)情感承诺对情绪工作和工作满意感的关系具有中介作用。表层表现通过情感承诺对工作满意感产生消极影响，深层表现通过情感承诺对工作满意感产生积极影响，自然表现通过情感承诺对工作满意感产生积极影响。
Emotional labor has been becoming a more popular field for researchers of organizational behavior. The main point of this paper is to test the relationship between emotional labor and job satisfaction and explore the psychological mechanism that how emotional labor effect the job satisfaction. The data are collected using cross-sources questionnaire survey responses from 250 supervisor-subordinate dyads of service industries. At last, we use Amos and Multilevel analysis to analyze the data and get following conclusions:
(1) Exploring emotional labor scale by factor analysis, we can get three dimensions of emotional labor strategies: surface acting, deep acting and the expression of naturally felt emotions.
(2) Three emotional labor strategies have different effect on affective commitment and job satisfaction. Surface acting has significant negatively effect on affective commitment and job satisfaction; deep acting has significant positively effect on affective commitment and job satisfaction; the expression of naturally felt emotions has significant positively effect on affective commitment and job satisfaction.
(3) The relationship between emotional labor and affective commitment is positively moderated by supervisory support. The negatively effect of surface acting on affective commitment is lower when supervisory support is high; the positively effect of deep acting on affective commitment is higher when supervisory support is high; the positively effect of the expression of naturally felt emotions on affective commitment is higher when supervisory support is high.
(4) The effect of emotional labor on job satisfaction is mediated by affective commitment. When employees use surface acting, they will show low affective commitment and then lead to lower job satisfaction; when employees use deep acting, they will show high affective commitment and then lead to higher job satisfaction; when employees expressing of naturally felt emotions, they will show high affective commitment and then lead to higher job satisfaction.
(1)经过对情绪工作问卷的验证性分析得出：员工在情绪工作中所采取的情绪表达策略有三种，即表面表现、深层表现和自然表现。
(2)上述三种情绪工作表达策略会对情感承诺和工作满意感有不同的影响。表面表现对员工的情感承诺和工作满意感有负向影响，深层表现对员工的情感承诺和工作满意感有正向影响，自然表现对员工的情感承诺和工作满意感有正向影响。
(3)上级支持对情绪工作与情感承诺的关系有缓冲作用。上级支持程度低时，表面表现会对情感承诺产生的负向影响更大，上级支持程度高时，表面表现对情感承诺的负面影响会减少；上级支持程度低时，深层表现会对情感承诺产生的正向影响降低，上级支持程度高时，深层表现对情感承诺的正向影响会提高；上级支持程度低时，自然表现会对情感承诺产生的正向影响降低，上级支持程度高时，表面表现对情感承诺的负面影响会提高。
(4)情感承诺对情绪工作和工作满意感的关系具有中介作用。表层表现通过情感承诺对工作满意感产生消极影响，深层表现通过情感承诺对工作满意感产生积极影响，自然表现通过情感承诺对工作满意感产生积极影响。
Emotional labor has been becoming a more popular field for researchers of organizational behavior. The main point of this paper is to test the relationship between emotional labor and job satisfaction and explore the psychological mechanism that how emotional labor effect the job satisfaction. The data are collected using cross-sources questionnaire survey responses from 250 supervisor-subordinate dyads of service industries. At last, we use Amos and Multilevel analysis to analyze the data and get following conclusions:
(1) Exploring emotional labor scale by factor analysis, we can get three dimensions of emotional labor strategies: surface acting, deep acting and the expression of naturally felt emotions.
(2) Three emotional labor strategies have different effect on affective commitment and job satisfaction. Surface acting has significant negatively effect on affective commitment and job satisfaction; deep acting has significant positively effect on affective commitment and job satisfaction; the expression of naturally felt emotions has significant positively effect on affective commitment and job satisfaction.
(3) The relationship between emotional labor and affective commitment is positively moderated by supervisory support. The negatively effect of surface acting on affective commitment is lower when supervisory support is high; the positively effect of deep acting on affective commitment is higher when supervisory support is high; the positively effect of the expression of naturally felt emotions on affective commitment is higher when supervisory support is high.
(4) The effect of emotional labor on job satisfaction is mediated by affective commitment. When employees use surface acting, they will show low affective commitment and then lead to lower job satisfaction; when employees use deep acting, they will show high affective commitment and then lead to higher job satisfaction; when employees expressing of naturally felt emotions, they will show high affective commitment and then lead to higher job satisfaction.
引文
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2. Rafaeli, A. and R.I. Sutton, Emotional contrast strategies as means of social influence. Academy of Management Journal, 1991.34(4): p. 749-775.
3. Hochschild, A.R., The managed heart:Commercialization of human feeling. 1983, Berkeley, CA: University of California Press.
4. Hochschild, A.R., Emotion work, feeling rules, and social structure. American Journal of Sociology, 1979. 85: p. 551-575.
5. Brotheridge, C.M. and R.T. Lee, Development and validation of the Emotional Labour Scale. Journal of Occupational and Organizational Psychology, 2003. 76: p. 365-379.
6. Mann, S., Emotion at work: To what extent are we expressing, suppressing, or faking it? European Journal of Work and Organizational Psychology, 1999. 8(3): p. 347-369.
7. Morris, A.J. and D.C. Feldman, Managing emotions in the workplace. Journal of Managerial Issues, 1997.9(3): p. 257-274.
8. Ashforth, B.E. and R.H. Humphrey, Emotional labor in service roles:The influence of identity. The Academy of Management Review, 1993.18(1): p. 88-115.
9. Morris, J.A. and D.C. Feldman, The dimensions, antecedents, and consequences of emotional labor. The Academy of Management Review, 1996. 21(4): p. 986-1010.
10. Wichroski, M.A., The secretary: Invisiblelabor in the workworld of women. Human Organization, 1994. 53(1): p. 33-41.
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15. Glomb, T.M. and M.J. Tews, Emotional labor: A conceptualization and scale development. Journal of Vocational Behavior, 2004.64(1): p. 1-23.
16. Zapf, D., Emotion work and psychologieal well-being:A review of the literature and some conceptual considerations. Human Resource Management Review, 2002.12: p. 237-268.
17. Harris, L.C., The emothional labor of barristers:an exploration of emotional labor by stausprofeesionals. Journal of Management Studies, 2002.39(4): p. 553-584.
18. Wharton, A.S. and R.J. Erickson, Managing emotions on the job and at home: Understanding the consequences of multiple emotional roles. The Academy of Management Review, 1993.18(3): p. 457-486.
19. Mary Ellen, G. and A.N. Meredith, Women's Jobs, Men's Jobs: Sex Segregation and Emotional Labor. Public Administration. Review, 2004.64(3): p. 289.
20. Miller, K., The experience of emotion in the workplace. Management Communication Quarterly : McQ, 2002.15(4): p. 571-600.
21. Ashforth, B.E. and R.H. Humphrey, Emotion in the workplace: A reappraisal Human Relations, 1995.48(2): p. 97.
22. Snyder, M., Self-monitoring of expressive behavior. Journal of Personality and Social Psychology, 1974.30(4): p. 526-537.
23. Watson, D. and L.A. Clark, Negative affectivity: The disposition to experience aversive emotional states Psychological Bulletin, 1996.96(3): p. 465-490.
24. Totterdell, P. and D. Holman, Emotion regulation in customer service roles:Testing a model of emotional labor. Journal of Occupational Health Psychology, 2003.8(1): p. 55-73.
25. Diefendorff, J.M. and E. Richard, Antecedents and consequences of emotional display rule perceptions. Journal of Applied Psychology, 2003.88(2): p. 284-294.
26. Cohen, S. and T.A. Wills, Stress, social support, and the buffering hypothesis. Psychological Bulletin, 1985.98(2): p. 310-357.
27. Abraham, R., Emotional dissonance in organizations: a conceptualization of consequences, mediators and moderators. Leadership & Organization Development Journal, 1998.19(3): p. 137-146.
28. Korczynski, M., Communities of coping: Collective emotional labour in service work. Organization, 2003.10(1): p. 55-79.
29. Morris, A.J. and D.C. Feldman, The dimensions, antecedents, and consequences of emotional labor. Academy of Management. The Academy of Management Review;, 1996.21(4): p. 996-1010.
30. Morris, A.J. and D.C. Feldman, The impact of emotional dissonance on psychological well-being: The importance of role internalisation as a mediating variable. Management Research News, 1996.19(8): p. 19-28.
31. Rutter, D.R. and P.J. Fielding, Sources of occupational stress: An examination of British prison officers Work and Stress, 1988.2(4): p. 291-299.
32. Liu, Y., et al., Dispositional antecedents and consequences of emotional labor at work. Journal of Leadership & Organizational Studies, 2004. 10(4): p. 12-25.
33. Mowday, R.T., L.W. Porter, and R.M. Steers, Employee-organization linkages: The psychology of commitment, absenteeism, and turnover. 1982, San Diego,CA: Academic Press.
34. Allen, N.J. and J.P. Meyer, The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 1990.63: p. 1-18.
35. Wong, C.-S. and K.S. Law, The effects of leader and follower emotional intelligence on performance and attitude:An exploratory study. The Leadership Quarterly, 2002.13: p. 243-274.
36. Abraham, R., Negative affectivity: Moderator or confound in emotional dissonance-outcome relationships? The Journal of Psychology, 1999. 133(1): p. 61-72.
37. Greenhaus, J., S. Parasuraman, and W.M. Wormley, Effects of race on organizational experiences,job performance evaluations, and career outcomes. Academy of Management Journal, 1990. 33(1): p. 64-86.
38. Allen, N.J. and J.E Meyer, Affective, continuance, and normative commitment to the organization:An examination of construct validity. Journal of Vocational Behavior, 1996.49: p. 252-276.
39. Baron, R.M. and D.A. Kenny, The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 1986. 51(6): p. 1173-1182.
40. Xie, J.L., J.-P. Roy, and Z. Chen, Cultural and individual differences in self-rating behvior:An extension and refinement of the cultural relativity hypothesis. Journal of Organizational Behavior, 2006.27: p. 1-24.
41. Mackinnon, D.P., et al., A comparison of methods to test mediation and other intervening variable effects. Psychological Methods, 2002.7(1): p. 83-104.
42. Lee, R.T. and B.E. Ashforth, A meta-analytic examination of the correlates of the three dimensions of job burnout. Journal of Applied Psychology, 1996. 18(2): p. 123-133.
43. Brotheridge, C.1.M. and R.T. Lee, Testing a conservation of resources model of the dynamics of emotional labor. Journal of Occupational Health Psychology, 2002.7(1): p. 57-67.
2. Rafaeli, A. and R.I. Sutton, Emotional contrast strategies as means of social influence. Academy of Management Journal, 1991.34(4): p. 749-775.
3. Hochschild, A.R., The managed heart:Commercialization of human feeling. 1983, Berkeley, CA: University of California Press.
4. Hochschild, A.R., Emotion work, feeling rules, and social structure. American Journal of Sociology, 1979. 85: p. 551-575.
5. Brotheridge, C.M. and R.T. Lee, Development and validation of the Emotional Labour Scale. Journal of Occupational and Organizational Psychology, 2003. 76: p. 365-379.
6. Mann, S., Emotion at work: To what extent are we expressing, suppressing, or faking it? European Journal of Work and Organizational Psychology, 1999. 8(3): p. 347-369.
7. Morris, A.J. and D.C. Feldman, Managing emotions in the workplace. Journal of Managerial Issues, 1997.9(3): p. 257-274.
8. Ashforth, B.E. and R.H. Humphrey, Emotional labor in service roles:The influence of identity. The Academy of Management Review, 1993.18(1): p. 88-115.
9. Morris, J.A. and D.C. Feldman, The dimensions, antecedents, and consequences of emotional labor. The Academy of Management Review, 1996. 21(4): p. 986-1010.
10. Wichroski, M.A., The secretary: Invisiblelabor in the workworld of women. Human Organization, 1994. 53(1): p. 33-41.
11. Grandey, A.A., Emotion regulation in workplace: A new way to conceptualize emotional labor. Journal of Occupational Health Psychology, 2000.5(1): p. 95-110.
12. Diefendorff, J.M. and R.H. Gosserand, Understanding the emotional labor process: a control theory perspective. Journal of Organizational Behavior, 2003.24(8): p. 945-959.
13. Brotheridge, C.M. and A.A. Grandey, Emotional labor and burnout: Comparing two perspectives of "people work". Journal of Vocational Behavior, 2002.60: p. 17-39.
14. Kruml, S.M. and D. Geddes, Exploring the dimensions of emotional labor. Management Communication Quarterly 2000. 14(1): p. 8-49.
15. Glomb, T.M. and M.J. Tews, Emotional labor: A conceptualization and scale development. Journal of Vocational Behavior, 2004.64(1): p. 1-23.
16. Zapf, D., Emotion work and psychologieal well-being:A review of the literature and some conceptual considerations. Human Resource Management Review, 2002.12: p. 237-268.
17. Harris, L.C., The emothional labor of barristers:an exploration of emotional labor by stausprofeesionals. Journal of Management Studies, 2002.39(4): p. 553-584.
18. Wharton, A.S. and R.J. Erickson, Managing emotions on the job and at home: Understanding the consequences of multiple emotional roles. The Academy of Management Review, 1993.18(3): p. 457-486.
19. Mary Ellen, G. and A.N. Meredith, Women's Jobs, Men's Jobs: Sex Segregation and Emotional Labor. Public Administration. Review, 2004.64(3): p. 289.
20. Miller, K., The experience of emotion in the workplace. Management Communication Quarterly : McQ, 2002.15(4): p. 571-600.
21. Ashforth, B.E. and R.H. Humphrey, Emotion in the workplace: A reappraisal Human Relations, 1995.48(2): p. 97.
22. Snyder, M., Self-monitoring of expressive behavior. Journal of Personality and Social Psychology, 1974.30(4): p. 526-537.
23. Watson, D. and L.A. Clark, Negative affectivity: The disposition to experience aversive emotional states Psychological Bulletin, 1996.96(3): p. 465-490.
24. Totterdell, P. and D. Holman, Emotion regulation in customer service roles:Testing a model of emotional labor. Journal of Occupational Health Psychology, 2003.8(1): p. 55-73.
25. Diefendorff, J.M. and E. Richard, Antecedents and consequences of emotional display rule perceptions. Journal of Applied Psychology, 2003.88(2): p. 284-294.
26. Cohen, S. and T.A. Wills, Stress, social support, and the buffering hypothesis. Psychological Bulletin, 1985.98(2): p. 310-357.
27. Abraham, R., Emotional dissonance in organizations: a conceptualization of consequences, mediators and moderators. Leadership & Organization Development Journal, 1998.19(3): p. 137-146.
28. Korczynski, M., Communities of coping: Collective emotional labour in service work. Organization, 2003.10(1): p. 55-79.
29. Morris, A.J. and D.C. Feldman, The dimensions, antecedents, and consequences of emotional labor. Academy of Management. The Academy of Management Review;, 1996.21(4): p. 996-1010.
30. Morris, A.J. and D.C. Feldman, The impact of emotional dissonance on psychological well-being: The importance of role internalisation as a mediating variable. Management Research News, 1996.19(8): p. 19-28.
31. Rutter, D.R. and P.J. Fielding, Sources of occupational stress: An examination of British prison officers Work and Stress, 1988.2(4): p. 291-299.
32. Liu, Y., et al., Dispositional antecedents and consequences of emotional labor at work. Journal of Leadership & Organizational Studies, 2004. 10(4): p. 12-25.
33. Mowday, R.T., L.W. Porter, and R.M. Steers, Employee-organization linkages: The psychology of commitment, absenteeism, and turnover. 1982, San Diego,CA: Academic Press.
34. Allen, N.J. and J.P. Meyer, The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 1990.63: p. 1-18.
35. Wong, C.-S. and K.S. Law, The effects of leader and follower emotional intelligence on performance and attitude:An exploratory study. The Leadership Quarterly, 2002.13: p. 243-274.
36. Abraham, R., Negative affectivity: Moderator or confound in emotional dissonance-outcome relationships? The Journal of Psychology, 1999. 133(1): p. 61-72.
37. Greenhaus, J., S. Parasuraman, and W.M. Wormley, Effects of race on organizational experiences,job performance evaluations, and career outcomes. Academy of Management Journal, 1990. 33(1): p. 64-86.
38. Allen, N.J. and J.E Meyer, Affective, continuance, and normative commitment to the organization:An examination of construct validity. Journal of Vocational Behavior, 1996.49: p. 252-276.
39. Baron, R.M. and D.A. Kenny, The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 1986. 51(6): p. 1173-1182.
40. Xie, J.L., J.-P. Roy, and Z. Chen, Cultural and individual differences in self-rating behvior:An extension and refinement of the cultural relativity hypothesis. Journal of Organizational Behavior, 2006.27: p. 1-24.
41. Mackinnon, D.P., et al., A comparison of methods to test mediation and other intervening variable effects. Psychological Methods, 2002.7(1): p. 83-104.
42. Lee, R.T. and B.E. Ashforth, A meta-analytic examination of the correlates of the three dimensions of job burnout. Journal of Applied Psychology, 1996. 18(2): p. 123-133.
43. Brotheridge, C.1.M. and R.T. Lee, Testing a conservation of resources model of the dynamics of emotional labor. Journal of Occupational Health Psychology, 2002.7(1): p. 57-67.