饭店企业一线员工情绪特质、情绪劳动策略与服务绩效关系的实证研究

发布时间：2018-05-19 07:37

本文选题：情绪特质 + 情绪劳动策略　；参考：《东北财经大学》2012年硕士论文

【摘要】：作为服务行业从业人员,饭店企业在实施情绪管理过程中,要充分意识到饭店的工作人员在为客人服务,展开工作的过程中,都伴随着要表现一定的情绪,这种特定的情绪,我们可以称之为情绪劳动,在实际工作中,员工的情绪劳动将使饭店提供的服务具有鲜明的情绪特色,而饭店一线员工在情绪劳动管理的调控上,将能有效衡量员工服务绩效,并且对情绪劳动的服务效应进行实际反映。在研究过程中,本文主要进行了描述性分析、相关性的检验以及多元回归分析,并根据研究分析结果总结出本文的主要结论：结论1：饭店一线员工(普通员工)在其开展服务工作的过程当中,他的情绪劳动中包含的两个维度都具有非常高的频率,这个结果可以说是本研究开展的一个前提条件,因此在饭店工作的一线员工都应该是属于高情绪的工作人员。结论2：饭店一线员工采用不同的情绪劳动策略会对服务绩效产生截然不同的影响。进一步来看,表层扮演将会对员工的服务绩效带来非常明显的负面影响,而深层表演与自然表现则会对他们的服务绩效带来正向影响。结论3：情绪特质通过情绪劳动策略作用于服务绩效,即情绪劳动策略在其中起着重要的中介作用。具体而言,主要有四种路径,分别为负向情绪→表层扮演→服务绩效,负向情绪→深层表演→服务绩效,正向情绪→深层表演→服务绩效,以及正向情绪→自然表现→服务绩效。结论4：当一线员工产生正向情绪时,一般会采取深层表演策略和自然表现策略；而当员工面对负向情绪策略时,通常不同的员工会采用不同的情绪劳动策略,一部分采用表层扮演策略,而另一部分则采用了更好的深层表演与自然表现策略。针对如上研究结论,本文提出了一些建议。在饭店企业中,必须要将情绪管理过程中的劳动职责明确,要善于在平常的饭店管理过程中发现那些更加适合从事情绪劳动的工作人员,另外在相关的培训课程中也要加入关于情绪劳动的一些相关内容。
[Abstract]:As the employees of the service industry, in the process of emotional management, the hotel enterprises should fully realize that the staff of the hotel are serving the guests and unfolding their work, all of which are accompanied by a certain emotion. This particular emotion can be called emotional labor. In the actual work, the emotional labor of the employees will make the meal a meal. The service provided by the store has distinct emotional characteristics, and the staff of the hotel line can effectively measure the staff's service performance and reflect the service effect of emotional labor in the control of emotional labor management.
In the process of research, this paper mainly carried out descriptive analysis, correlation test and multiple regression analysis, and summed up the main conclusions of this paper according to the results of the research and analysis.
Conclusion 1: in the course of the service work of the hotel frontline employees (ordinary employees), the two dimensions of his emotional labor are very high in frequency. This result can be said to be a prerequisite for this study, so the staff in the front line of the hotel should be highly emotional staff.
Conclusion 2: the use of different emotional labor strategies in the hotel frontline employees will have a distinct effect on service performance. In addition, the surface play will have a very obvious negative impact on the performance of the staff, while the deep performance and natural performance will have a positive impact on their service performance.
Conclusion 3: emotional labor plays an important role in service performance through emotional labor strategy, that is, emotional labor strategy plays an important intermediary role in it. In particular, there are four main ways: negative emotion, surface play, service performance, negative emotion, deep performance, service performance, positive emotion, deep performance and service performance, And positive emotion, natural expression, service performance.
Conclusion 4: when front-line employees have positive emotions, they usually adopt deep performance strategies and natural performance strategies, while when employees face negative emotional strategies, different employees usually adopt different emotional labor strategies, some use surface playing strategies, and the other use better deep performance and natural performance. Strategy.
In view of the above research conclusions, some suggestions are put forward in this paper. In the hotel enterprise, it is necessary to make clear the job responsibilities in the process of emotional management, and be good at finding those more suitable for emotional labor in the ordinary hotel management process. In addition, some related training courses should also be added to some emotional labor. Related content.
【学位授予单位】：东北财经大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F719;F272.92

【参考文献】