组织情境、服务氛围对情绪劳动的影响研究
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摘要
当前服务业发展迅速，对经济增长的贡献逐年增加，服务企业对服务质量的重视程度不断提高，企业已将服务质量视为企业核心竞争力的重要来源。一线服务员工与顾客之间的情绪互动是服务工作的核心因素，在优质的服务交付中情绪发挥重要的作用。在现代服务行业中，服务质量难以设立标准来监控终端服务人员的行为，更多需要依靠一线员工自身的基本素质和服务意识自我控制服务行为。服务企业将关注集中在高品质服务带来的企业绩效，却忽视了产生高绩效的服务行为，尤其服务工作中的情绪行为发生的内在机制。
高绩效的服务行为，其关键是要形成顾客导向的服务氛围，为员工提供服务所需的知识技能、服务设备和部门间支持，令员工感受到企业对优质服务的奖励和推崇。服务氛围是员工对企业重视服务质量程度的共享感知，其发生的机理在于员工对企业服务情境的感知与解释。
本文以服务企业员工为研究对象，探讨组织情境变量、服务氛围与员工情绪劳动之间的关系。组织情境是组织为员工提供优质服务提供的组织各职能及资源等各个方面的情境因素的集合，分为整体便利程度、部门间支持两方面；服务氛围本文选取了员工共享感知的定义，即员工对组织要求、奖励、支持服务工作和服务行为的政策、管理措施和程序的共同看法。员工对服务氛围的共享感知，是通过对组织情境中服务管理职能、政策的体验和对资源的利用形成的，因此组织情境是服务氛围形成的基本前提。服务氛围决定了员工认识组织服务战略的认知地图，也是传递组织奖励和期望的员工服务情感行为的信号之一，员工会依照这种信号选择在工作中如何表达组织期望奖励的行为，包括情绪表达行为，因此服务氛围将对员工的情绪劳动产生影响，员工会按照服务氛围提供的认知地图选择更多地进行表层扮演还是深层扮演，或是自主调节。
本文在相关文献分析基础上，采用问卷调查的方式获取分析数据，利用SPSS及AMOS软件，采用结构方程模型对上述变量之间的关系假设进行检验，关注了个体变量对服务氛围-情绪劳动关系的影响，在分析组织情境、服务氛围对情绪劳动的影响基础上，进一步探讨了个体变量对情绪劳动的影响，服务氛围对组织情境与情绪劳动之间关系的中介效应，以及个体变量对服务氛围-情绪劳动关系的调节效应。研究结果发现，组织情境的整体便利程度与服务氛围间存在正向相关，而另一大组织情境因素部门间支持则与服务氛围之间的关系并不显著。在此基础上，服务氛围与员工的深层扮演和自主调节选择存在显著的正相关，与表层扮演之间则没有显著关系。
本文从服务氛围角度分析了情绪劳动的前因，关注服务氛围—员工情绪劳动—顾客体验的组织服务交付渠道，从服务的无形性角度将组织行为与顾客体验管理通过氛围—情绪—体验有效联系起来，提出了服务氛围-情绪劳动模型，开创了理解服务交付过程的新的视角，丰富了对员工服务交付过程、情绪劳动、服务氛围的阐释。同时还发现了部门间支持在中国情境下的适宜性问题，分析了其对服务氛围的影响与国外研究成果间的差异。
Development of the service industry rapidly, the contribution to economic growthhas increased year by year, service enterprises pay more attention to the service quality,service quality has been the core competitiveness of enterprises. Emotional interactionbetween front-line service employees and customers is the key factors of service work.Emotions play an important role in quality service delivery. In the modern serviceindustry, it is difficult to set standards to monitor terminal services personnel behavior,it need more to rely on the staff's basic quality and service consciousness to self controltheir service behavior. Service enterprises focus on quality service to bring enterpriseperformance all the time, but ignore the internal mechanism of service behaviorsespecially emotional behaviors produce high performance.
The key of the high performance service behavior is to shape a customer-orientedservice climate and to provide service knowledge and skills to the staff as well as theservice equipment and interdepartment support, so that employees may feel theenterprise’s awards and praise toward quality services. Service climate is the sharingperception of employees about how much the enterprise attach importance to qualityservice, which mechanism is the emplyees’ perception and interpretation of theorganizational service context.
In this paper, the service enterprise employees as research object, explored therelationship between organizational climate situational variables, service climate andemployees' emotional labor. Organizational context is a collection of situational factorssuch as functions and resources organization provided to employees, which include twoaspects: General conditions that facilitate work and interdepartmental support. Serviceclimate is defined as employee perceptions of the practices, procedures, and behaviorsthat get rewarded, supported, and expected with regard to customer service and customerservice quality. Employee perceptions shaped by service management practice, policyexperience and resources utilization.Organization context is the foundation issues ofservice climate.Service climate determines the employees’ cognitive map oforganizational service strategy. Emotional affecting behavior organization expects and rewards is one of the signals service climate transfer. The employees will be inaccordance with the signal and determine how to express the expected and rewardedbehavior at work, including the emotional displaying. So the service climate willinfluence employee emotional labor, service personnel will select more surface actingand deep acting or autonomic regulation in accordance with the cognitive map serviceclimate provided.
On the basis of relevant documents and data obtained by the questionnaire surveyway,the present study test the hypothesis of the relationship between service climate andemotional labor via structural equation modeling, investigated the influence of theindividual variables on the relationship. And based on analyzing the relationship amongorganizational context, service climate and emotional labor, explored the effects ofindividual variables on emotional labor, mediating effect of sevice climate, and themoderating effect of individual variables on the relationship between service climate-emotional labor.Result indicated that General conditions that facilitate work inorganizational context is positive related to service climate but the relation between it andanother factor of organizational context, intedepartment support, is not significant. Andservice climate is positive related to deep acting and autonomic regulation but has nocorrelation with surface acting.
The service climate antecedents of emotional labor is analyzed focusing on theservice delivery channel of service climate—emotional labor--customer experience, thechannel is explored from the perspective of intangibility of service behavior oforganization and connected organizational behavior with customer experiencemanagement through climate-emotion-behavior intangible factors. Presented serviceclimate-emotional labor model, put forward the intangible perspective understandingservice delivery. Enriched the on service delivery process, emotional labor and serviceclimate. Found suitability of interdepartment support factor in China, also proceeded abrief analysis of the differences with foreign research results on its influence on serviceclimate.
高绩效的服务行为，其关键是要形成顾客导向的服务氛围，为员工提供服务所需的知识技能、服务设备和部门间支持，令员工感受到企业对优质服务的奖励和推崇。服务氛围是员工对企业重视服务质量程度的共享感知，其发生的机理在于员工对企业服务情境的感知与解释。
本文以服务企业员工为研究对象，探讨组织情境变量、服务氛围与员工情绪劳动之间的关系。组织情境是组织为员工提供优质服务提供的组织各职能及资源等各个方面的情境因素的集合，分为整体便利程度、部门间支持两方面；服务氛围本文选取了员工共享感知的定义，即员工对组织要求、奖励、支持服务工作和服务行为的政策、管理措施和程序的共同看法。员工对服务氛围的共享感知，是通过对组织情境中服务管理职能、政策的体验和对资源的利用形成的，因此组织情境是服务氛围形成的基本前提。服务氛围决定了员工认识组织服务战略的认知地图，也是传递组织奖励和期望的员工服务情感行为的信号之一，员工会依照这种信号选择在工作中如何表达组织期望奖励的行为，包括情绪表达行为，因此服务氛围将对员工的情绪劳动产生影响，员工会按照服务氛围提供的认知地图选择更多地进行表层扮演还是深层扮演，或是自主调节。
本文在相关文献分析基础上，采用问卷调查的方式获取分析数据，利用SPSS及AMOS软件，采用结构方程模型对上述变量之间的关系假设进行检验，关注了个体变量对服务氛围-情绪劳动关系的影响，在分析组织情境、服务氛围对情绪劳动的影响基础上，进一步探讨了个体变量对情绪劳动的影响，服务氛围对组织情境与情绪劳动之间关系的中介效应，以及个体变量对服务氛围-情绪劳动关系的调节效应。研究结果发现，组织情境的整体便利程度与服务氛围间存在正向相关，而另一大组织情境因素部门间支持则与服务氛围之间的关系并不显著。在此基础上，服务氛围与员工的深层扮演和自主调节选择存在显著的正相关，与表层扮演之间则没有显著关系。
本文从服务氛围角度分析了情绪劳动的前因，关注服务氛围—员工情绪劳动—顾客体验的组织服务交付渠道，从服务的无形性角度将组织行为与顾客体验管理通过氛围—情绪—体验有效联系起来，提出了服务氛围-情绪劳动模型，开创了理解服务交付过程的新的视角，丰富了对员工服务交付过程、情绪劳动、服务氛围的阐释。同时还发现了部门间支持在中国情境下的适宜性问题，分析了其对服务氛围的影响与国外研究成果间的差异。
Development of the service industry rapidly, the contribution to economic growthhas increased year by year, service enterprises pay more attention to the service quality,service quality has been the core competitiveness of enterprises. Emotional interactionbetween front-line service employees and customers is the key factors of service work.Emotions play an important role in quality service delivery. In the modern serviceindustry, it is difficult to set standards to monitor terminal services personnel behavior,it need more to rely on the staff's basic quality and service consciousness to self controltheir service behavior. Service enterprises focus on quality service to bring enterpriseperformance all the time, but ignore the internal mechanism of service behaviorsespecially emotional behaviors produce high performance.
The key of the high performance service behavior is to shape a customer-orientedservice climate and to provide service knowledge and skills to the staff as well as theservice equipment and interdepartment support, so that employees may feel theenterprise’s awards and praise toward quality services. Service climate is the sharingperception of employees about how much the enterprise attach importance to qualityservice, which mechanism is the emplyees’ perception and interpretation of theorganizational service context.
In this paper, the service enterprise employees as research object, explored therelationship between organizational climate situational variables, service climate andemployees' emotional labor. Organizational context is a collection of situational factorssuch as functions and resources organization provided to employees, which include twoaspects: General conditions that facilitate work and interdepartmental support. Serviceclimate is defined as employee perceptions of the practices, procedures, and behaviorsthat get rewarded, supported, and expected with regard to customer service and customerservice quality. Employee perceptions shaped by service management practice, policyexperience and resources utilization.Organization context is the foundation issues ofservice climate.Service climate determines the employees’ cognitive map oforganizational service strategy. Emotional affecting behavior organization expects and rewards is one of the signals service climate transfer. The employees will be inaccordance with the signal and determine how to express the expected and rewardedbehavior at work, including the emotional displaying. So the service climate willinfluence employee emotional labor, service personnel will select more surface actingand deep acting or autonomic regulation in accordance with the cognitive map serviceclimate provided.
On the basis of relevant documents and data obtained by the questionnaire surveyway,the present study test the hypothesis of the relationship between service climate andemotional labor via structural equation modeling, investigated the influence of theindividual variables on the relationship. And based on analyzing the relationship amongorganizational context, service climate and emotional labor, explored the effects ofindividual variables on emotional labor, mediating effect of sevice climate, and themoderating effect of individual variables on the relationship between service climate-emotional labor.Result indicated that General conditions that facilitate work inorganizational context is positive related to service climate but the relation between it andanother factor of organizational context, intedepartment support, is not significant. Andservice climate is positive related to deep acting and autonomic regulation but has nocorrelation with surface acting.
The service climate antecedents of emotional labor is analyzed focusing on theservice delivery channel of service climate—emotional labor--customer experience, thechannel is explored from the perspective of intangibility of service behavior oforganization and connected organizational behavior with customer experiencemanagement through climate-emotion-behavior intangible factors. Presented serviceclimate-emotional labor model, put forward the intangible perspective understandingservice delivery. Enriched the on service delivery process, emotional labor and serviceclimate. Found suitability of interdepartment support factor in China, also proceeded abrief analysis of the differences with foreign research results on its influence on serviceclimate.
引文
①凌茜，汪纯孝等，公仆型领导、服务氛围与员工集体的情感性归属感对员工的服务质量的影响[J].旅游论坛,2010,3(2):199-207.
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④王雪婧.服务企业一线员工情感劳动的管.[D]硕士论文，吉林大学.2005:8.
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⑥李进，情绪劳动的概念模型及其内在机制评述[J]．商业时代，2009，9：32-33
⑦杨林峰，余新年，范庭卫．情绪劳动结构维度初探[J]．内蒙古农业大学学报（社会科学版）：2008，3（10）：263-265
⑧杨林峰，余新年，范庭卫．情绪劳动结构维度初探[J]．内蒙古农业大学学报（社会科学版）：2008，3（10）：263-265
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⑩文书生．西方情绪劳动研究综述[J]．外国经济与管理，2004，26（4）13-19
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20Schneider, Benjamin, Susan S. White, and Michelle C. Paul,”Linking Service Climate and Customer Perceptions ofService Quality: Test of a Causal Model,”[J].Journal of Applied Psychology,1998,83(2),150-163.
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⑧杨林峰，余新年，范庭卫．情绪劳动结构维度初探[J]．内蒙古农业大学学报（社会科学版）：2008，3（10）：263-265
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13林川，黄敏儿．特质应对与展现规则对情绪劳动的影响[J]．心理学报，2011，43（1）：6573
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21范丽群，石金涛等.国外组织气氛研究综述.[J].华东经济管理.2006,20(1):100-103.
22范丽群，石金涛等.国外组织气氛研究综述.[J].华东经济管理.2006,20(1):100-103.
23荣泰生．SPSS与研究方法[M]．重庆：重庆大学出版社，2010
①吴明隆．结构方程模型——AMOS的操作与应用[M]．重庆：重庆大学出版社，2012
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