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| 中文篇名 |
情緒勞動對組織是利是弊？探討知覺主管支持、同事支持對情緒勞動與服務績效、離職傾向關係的干擾效果 | |
|---|---|---|
| 英文篇名 |
Helpful or Harmful? Exploring the Moderating Effects of Supervisory and Coworker Support on the Relationships between Emotional Labor, Service Performance and Turnover Intentions | |
| 作者 | ||
| 中文摘要 |
過去研究中發現，情緒勞動是影響服務績效的重要因素之一，雖然學者大多認為情緒勞動的兩個面向：表層演出與深層演出，皆會影響服務人員的績效甚至其離職傾向，但前述關係之強弱與方向，至今仍未有一致的定論。基於「工作要求—資源模式」的觀點，本研究認為，在工作場域中，來自主管支持及同事的支持，對於表層演出、深層演出的服務人員將扮演不同的工作資源，進而產生不同的效果。因此，本研究將探討知覺主管支持及同事支持是否會干擾表層演出、深層演出與服務績效、離職傾向的關係。 | |
| 英文摘要 |
Emotional labor (EL) refers to the processes through which front-line service workers regulate their emotions in order to show appropriate emotions toward customers. Scholars suggested that EL not only enhances service workers’ performance but also increases service workers’ turnover intentions, however, the empirical studies showed mixed findings regarding to the associations between EL, service performance and turnover intentions. Based on the job demand-resource model, we examined whether perceived coworker and supervisor support moderate the relationships between EL, service performance, and turnover intentions. | |
| 關鍵詞 |
主管支持、同事支持、服務績效、情緒勞動、離職傾向、supervisor support、coworker support、service performance、emotional labor、turnover intentions | |
| 刊名 | ||
| 期數 | ||
| 起訖頁 |
115-147 | |
| 出版單位 | ||
| DOI | ||
| QRCode |
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