| 摘要: | 主管部屬交換關係及組織支持對情緒勞動之影響：主管顧客服務承諾與員工卓越服務內化之角色研究背景、研究問題及研究目的一些研究顯示員工在服務互動的過程中，正面的情緒表達(如親切的表現) 會正向影響消費者再購意願、向他人推薦意願、顧客對服務人員的滿意度以及服務品質的知覺(e.g., Pugh, 2001; Tan, Foo, & Kwek, 2004; Tsai, 2001)，因此，第一線員工如何在服務互動的過程中表現適當的情緒，日益成為組織行為與行銷學者以及企業強調的重要議題(Zapf, 2002)。Hochschild (1983)首先提出「情緒勞動」的概念以探討此一議題，並且指出員工經由表層演出以及深層演出兩種方式從事情緒勞動，在服務的互動過程中將組織期望的情感傳遞給顧客。 Grandy (2000)的理論性情緒勞動模型指出一些組織因素(包括工作自主性、上司及同事支持)會影響情緒勞動，主管部屬交換關係(LMX)及組織支持一直是影響員工態度與行為的重要組織因素(e.g., Masterson, Lewis, Goldman & Taylor, 2000; Paparoidamis & Guenzi,2009; Riggle, Edmondson & Hansen, 2009)，然而它們對情緒勞動的影響尚缺少研究加以釐清。過往情緒勞動之相關研究都是由員工或顧客的角度去了解情緒勞動，Wilk and Mynihan (2005)可能是少數檢驗主管對情緒表達規則的態度如何影響員工從事情緒勞動所產生的情緒耗竭，主管的顧客服務承諾這一態度，意謂著主管對服務品質的堅持，因此可能影響情緒勞動，然而其影響尚待釐清。主管部屬交換關係(LMX)與組織支持是社會交換理論(Blau, 1964)應用在組織情境的兩個主要概念，組織支持會影響員工對組織的相關態度與行為，如組織承諾，而LMX 則影響員工自身相關的表現，如工作績效(Wayne, Shore & Bommer, 2002)，因此LMX 與組織支持影響情緒勞動的途徑可能有所不同。本研究認為 LMX 可能直接影響情緒勞動，同時受到主管的顧客服務承諾的干擾；而組織支持可能經由卓越服務內化間接影響情緒勞動，然而這些研究尚付之闕如。因此本研究試圖整合及擴充社會交換理論、服務品質與情緒勞動等領域之現有知識，探討LMX、組織支持、卓越服務內化及主管的顧客服務承諾與情緒勞動的關係。研究方法：與顧客互動之第一線主管及員工為本研究之抽樣對象，預計調查主管110 人及員工900 人。問卷分為兩部分，一部份由主管評估，另一部份則由部屬評估，本研究將翻譯國外具有效度及信度之相關問卷，再由相關領域的資深學者審訂內容效度，並進行預試。本研究為一跨層級的研究，因此採用多層級線性模式(HLM) 從事資料分析，以檢驗研究假設。研究重要性與預期貢獻：少數學者曾探討組織因素與情緒勞動之關係，本研究則將組織因素擴充至 LMX及組織支持，同時導入卓越服務內化及主管的顧客服務承諾兩個服務品質相關變數，從事跨層級的研究以彌補過往研究不足之處，希冀擴充社會交換理論、情緒勞動及服務品質之知識，並對於現有文獻有所貢獻。在實務管理上，本研究將有助於管理者了解LMX及組織支持這兩個組織因素如何提升員工表現適當的情緒勞動，以及卓越服務內化及主管的顧客服務承諾的角色，進而提出相關實務之建議。
The effects of leader-member exchange and organizational support on emotional labor: The roles of the supervisor’s customer service commitment and employee’s excellent service internalization Abstract Research background, problems, and objectives： Research has demonstrated that positively affective displays in interactions between employees and customers, such as displaying friendliness, positively influence customer’s intention to return, perception of service quality and intention to recommend a store to others (e.g. Puch, 2001; Tan, Foo and Kwek, 2004; Tsai, 2001). Thus, how frontline employees to display appropriate emotions has been increasingly important issues among researchers of organizational behavior and marketing, and practitioners (Zapf, 2002). The concept of emotional labor was first addressed by Hochschild to explore the issues. She also suggested that surface and deep acting were two ways of regulating emotions to deliver excepted affectivity to customers, when employees engaged in emotional labor in service interactions (Hochschild, 1983). Grandy’s (2000) theoretical model ofemotional labor suggested some organizational factors, such as job autonomy, supervisor and coworker’s support, influence emotional labor. Leader-member exchange (LMX) and organizational support are important organizational factors affecting employee’s attitudes and behaviors (e.g., Masterson, Lewis, Goldman & Taylor, 2000; Paparoidamis & Guenzi,2009; Riggle, Edmondson & Hansen, 2009). Thus, they should influence emotional labor. But it is unclear. Most of previous studies understood the emotional labor from the perspective of employees or customers. Wilk and Mynihan (2005) may be a few studies to examine the effect of the supervisor’s attitude to the display ruleon employee’s emotional exhaust. Supervisor’s customer service commitment implies the supervisor’s insistence to high service quality. Thus, it may affect emotional labor. Few studies have investigated this effect. LMX and organizational support are two concepts that apply social exchange theory in organizational context (Blau, 1964). Organizational support affects the relative attitude or behavior to the organization, such as organizational commitment. LMX relates to employee’s own behavior, such as job performance (Wayne, Shore & Bommer, 2002). Therefore, LMX and organizational support may influence emotional labor through different approaches. This study suggested that LMX may directly affect emotional labor and supervisor’s customer service commitment may moderate this relationship. Excellent service internalization may mediate the relationship between organizational support and emotional labor. However, these relationships are not clear. The current study intends to integrate and extend the knowledge in the fields of social exchange theory, service quality and emotional labor. We investigate the relationships among LMX, organizational support, excellent service internalization, supervisor’s customer service commitment and emotional labor. Research methods: Frontline managers and employees that interact with customers will be the sampling objects, including about 110 supervisors and 900 employees. The questionnaires include two parts, one part appraised by the manager and another part appraised by the employee. The Chinese translations of the valid and reliable questionnaires used in previous studies will be adopted. The translations will be reviewed by scholars to assure the content validity and then be checked by a pretest. This study is a cross level research, therefore we use hierarchical linear model (HLM) to analysis the data in order to examine the research hypotheses. Research importance and expected contribution: A few researchers explore the relationship between organizational factors and emotional labor. To supplementing the deficiency in previous studies, the current study further explores the relationship between LMX, organizational support and emotional labor. We also include two variables relating to service quality, the excellent service internalization and supervisor’s customer service commitment, into the model. It will extend the knowledge in the fields of social exchange theory, service quality and emotional labor, and contribute to the existing literature. In addition, regarding managerial practices, the results of this study will provide evidences to understand how LMX and organizational support will promote employee’s emotional labor, and the roles of excellent service internalization and supervisor’s customer service commitment in such promotion. This will be helpful for managers to apply appropriate practices. |
