工作雕琢對員工工作倦怠影響之研究─以領隊人員為例

The effect of Staffs Job Crafting on Job Burnout- An Example for Tour Leader

詹佳蓉(Jia-Rong Jhan)

指導教授 ： 王親仁

共同指導教授 ： 顏昌華(Chang-Hua Yen)

國立臺中科技大學/商學院/企業管理系事業經營碩士班/碩士(2013年)

https://doi.org/10.6826/NUTC.2013.00033

摘要

領隊人員所處之工作環境要求甚高，是容易產生工作倦怠感的高風險族群。但是身為傳遞服務的第一線人員，代表旅行社之名譽與形象，若領隊人員產生工作倦怠感，不但會提高其離職意願，亦可能影響旅遊商品的績效表現，故領隊人員與工作倦怠之議題相當重要。由於領隊人員產生工作倦怠時將付出昂貴的成本，為了避免損失，工作雕琢可以作為預防的手段之一。過去工作倦怠之相關研究大多著重於外在因素，較少針對以員工本身出發，及主動化解工作倦怠之方向進行探討。工作雕琢是指員工自動自發對於工作進行實際內容或認知面向的調整，使自身特性與工作條件更加吻合。透過工作雕琢將有助於員工在工作上應付自如，解決工作困境，然而其對於工作倦怠之影響尚未有實證研究。因此，本研究在探討工作雕琢是否能夠改善工作倦怠，同時也考量領隊人員工作特性，將工作雕琢區分為個別雕琢與協同雕琢進行研究。
本研究採用立意抽樣法，以領隊人員為研究對象進行問卷調查，共發放450份，回收363份，扣除無效問卷51份，共得有效問卷312份，有效問卷回收率69%。本研究運用層級迴歸分析進行研究假設的驗證，研究結果發現：領隊人員個別雕琢與工作倦怠之間呈現顯著的負向關係，並且，其從事個別雕琢將能有效改善工作倦怠之情緒耗竭、去人性化與個人成就感低落；此外，領隊人員協同雕琢與工作倦怠之間也呈現顯著的負向關係，因此，其從事協同雕琢將能有效改善工作倦怠之去人性化與個人成就感低落。本研究針對旅行社業者之管理實務提出三個建議：首先要增加授權，使領隊人員能有更大的空間進行工作雕琢；再者，可以正式及非正式兩種方式來增加員工協同雕琢之機會；最後，加強領隊人員情緒管理。如此一來，可以有效改善領隊人員之工作倦怠感。

關鍵字

工作雕琢 ； 工作倦怠 ； 領隊

並列摘要

Tour leaders face a demanding working environment, which is high risk group of job burnout. They are first-line service providers, and representatives of the reputation and image of travel agency. Job burnout not only will increase their turnover intention, may also affect the performance of tourism products, so the issue is very important. Job burnout will accompany expensive cost. Job crafting is a prevention strategy for avoiding loss. Past researches about burnout mostly focus on the external determinants, and less from the employees themselves, and less to explore the direction of employee initiative resolving their burnout. Job crafting is the work of employees volunteered for the actual practices or cognitive-oriented adjustments to make working conditions more consistent with their own characteristics. Job crafting will help employee complete works with ease. But there is little empirical research explores the impact of job crafting on employees’ attitude and behavior. Therefore, the purpose of this study is to investigate whether job crafting can improve job burnout. But also consider job characteristics of the tour leader, job crafting will be divided into individual crafting and collaborative crafting.
This study used purposive sampling method with tour leader to conduct surveys for this study. A total of 450 questionnaires were distributed and 363 copies were returned, excluding 51 invalid questionnaires, left 312 valid questionnaires, the effective response rate was 69%. In this study, we use hierarchical regression analysis to test our hypotheses. The results of this study indicate that tour leader’s job crafting and job burnout presents a significantly negative relationship, and tour leader engages in individual crafting will be able to effectively improve emotional exhaustion, depersonalization and reduced personal accomplishment. Furthermore, the tour leader’s collaborative crafting and job burnout also show a significantly negative relationship, and tour leader engages in collaborative crafting will be able to effectively improve depersonalization and reduced personal accomplishment. Therefore, several managerial implications for travel industry can be derived from this study. First, increase the authorized personnel to make more space for the tour leader to job crafting. Second, increase formal and informal opportunities for the tour leader collaborative crafting. Finally, strengthen emotional management of the tour leader. Consequently, the tour leader can effectively improve their job burnout.

並列關鍵字

job crafting ； job burnout ； tour leader

參考文獻

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