| 摘要: | 情緒能力對情緒績效之影響:組織正義與情緒勞動之角色研究背景、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。第一線服務員工一方面需要正確、及時且有效地完成服務工作(工作績效)，另一方面時需要妥善處理顧客的情緒問題(情緒績效)，例如，善於應對生氣的顧客，即使顧客無理或自己已很疲累亦需妥善應對(Berry, Parasuraman, and Zeithaml, 1994)。一些實證研究發現情緒能力會影響工作績效(Côte and Miners, 2006; Kim etal., 2009; Semader, Robins and Ferris, 2006)，然而情緒能力如何妥善處理顧客情緒問題達成情緒績效(正面情感傳遞)則尚不清楚。一些實證研究發現情緒能力只影響深層演出(Brotheridge, 2006)或表層演出 (Austin, Dore and O’Donovan, 2008)，這些研究的發現並不一致，其原因之一可能因為他們都是以整體而非以個別構面的分數衡量情緒能力以檢驗兩者關係，因此以個別構面進行探討可能較能釐清關係。其次，Grandey (2003)發現情緒勞動(表層及深層演出)會影響員工的正面情感傳遞(positive affective delivery)。綜合上述，情緒能力可能影響情緒勞動，而情緒勞動可能影響正面情感傳遞，因此情緒勞動可能是情緒能力與正面情感傳遞之中介變數，此一中介效果尚待檢驗。情境觀點(Mischel, 1968)以及特質激動理論(Tett and Burnett, 2003; Tett and Guterman, 2000)都指出個人特質只有在某些特定情境下才會展現出合乎該情境的行為，在不同組織正義的情境下，員工受到的刺激將有所差異，因而展現出不同情緒能力，因此影響表層及深層演出的程度可能不同，換言之，組織正義可能會干擾情緒能力與表層及深層演出之關係，然而此一關係尚待釐清。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100 人，員工800 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。採用階層迴歸及LISREL 之線性結構分析法從事資料分析，以檢驗研究假設。研究重要性與預期貢獻：將影響情緒績效的因素擴充至情緒能力，並探討情緒勞動的中介效果；以情緒能力的個別構面分別檢驗其與深層及表層演出之關係，以釐清過往研究發現不一致的原因；探討組織正義為情緒能力與深層及表層演出關係之干擾效果，擴充Brotheridge (2006)及Austin et al. (2008)之研究並彌補過往研究不足之處，希冀擴充情緒能力與情緒勞動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情緒能力及組織正義如何提升情緒績效，進而提出相關實務之建議。
The effects of emotional competence on emotional performance: The roles of organizational justice and emotional labor 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 emotional labor to deliver expected affectivity to customers, when employees engaged in service interactions (Hochschild, 1983). The frontline employees not only need to provide correct, prompt and effective services (job performance), but also need to deal with customer's emotion properly (emotional performance) (Berry properly, Parasuraman, and Zeithaml, 1994). Some empirical studies found that emotional competence will affect the job performance (Côté and Miners, 2006; Kim etal., 2009; Semader, Robins and Ferris, 2006). However, how can the employees’ emotional competence properly deals with the customers’emotion to affect the emotional performance (positive affective delivery) is still not clear. Several empirical studies found that emotional competence only affects deep acting (Brotheridge, 2006) or surface acting (Austin, Dore and O'Donovan, 2008). These findings are inconsistent. One of the possible reasons is that emotional competence is measured as a whole score but not the individual dimension scores when examining the relationship. Therefore, it may be more capable to clarify the relationship by using the individual dimension of emotional competence. Further, Grandey (2003) found that emotional labor (surface and deep acting) will affect employees’positive affective delivery. In sum, emotional competence possibly affects emotional labor and the emotional labor possibly affects the positive affective delivery. Therefore, the emotional labor is the possible mediator of the relationship between emotional competence and positive affective delivery. However, the mediating effect is not clear. Situationist perspective (Mischel, 1968) as well as trait activation theory (Tett and Burnett, 2003; Tett and Guterman, 2000) contend that the individual trait will be stimulated to present appropriate behaviors depending on the situation. Therefore, the difference of perceived organizational justice will stimulate the employees’emotional competence differently and thus affect their performance of emotional labor differently. In other words, the organizational justice may be the moderator of the relationship between emotional competence and emotional labor. However, this moderating role needs further examination. Research methods: Frontline managers and employees that interact with customers will be the sampling objects, including about 100 supervisors and 800 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. We use hierarchical regression and LESREL to analysis the data in order to examine the research hypotheses. Research importance and expected contribution: The emotional competence is introduced to become a determinant of emotional performance and the mediating role of emotional labor is explored. The relationship between dimensions of emotional competence and emotional labor is examined to clarify the inconsistent findings in previous studies. Further, we examine the moderating role of organizational justice on the relationship between emotional competence and emotional labor to expand studies of Brotheridge (2006) and Austin et al. (2008). These will extend the knowledge in the field of emotional competence 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 emotional competence and organizational justice will promote the emotional performance. This will be helpful for managers to apply appropriate practices. |
