在知識經濟的時代,企業重要的資產已由過去的土地、勞力、資本等有形資產,轉變為無形的人力資產。因此愈來愈多的學者以人為出發點,探討個人因素對組織的影響。此外,由於現今社會產業的發展,已由傳統的製造產業轉變為服務產業,且企業所重視的也由產品的品質轉為服務的品質,因此員工在服務過程中的情緒問題,成為企業所需面對的新的挑戰,也因此,自九○年代以來,有關個人情緒勞務的相關性研究開始不斷蓬勃發展。 本研究有別於過去大多數探討情緒勞務負擔的結果變項的研究,以工作特性與組織文化特徵為前因變項,探討其對情緒勞務負擔的影響,以期協助企業了解並降低員工的情緒勞務負擔。 除了進行相關的文獻探討之外,本研究亦透過問卷調查方式,以北部某企研所 EMBA學生及校友為研究對象進行實證研究。發出600份問卷,回收318份,有效樣本回收率為53%。經統計分析之後,歸納出下列重要的研究結論: 1. 員工若被賦予任務多樣性的工作時,所產生深層的情緒偽裝會造成員工的情緒勞務負擔。 2. 當員工的工作具有友誼性時,會降低員工情緒多樣性的程度。 3. 當員工的工作具有合作性時,容易會有基本情緒特徵的產生,並會使員工表達出超出一種以上的情緒狀態,對員工的情緒勞務負擔產生很大的影響。 4. 組織文化為鼓勵員工創新或冒險時,所產生的表層的情緒控制將會造成員工的情緒勞務負擔。 5. 組織文化為結果導向時,會產生表層的情緒控制,造成員工的情緒勞務負擔。 6. 員工的MPS越大,則與顧客互動程度越高,而影響員工的情緒勞務負擔。 綜合上述結論,本研究企業必須了解員工的工作特性與組織文化,針對不同工作特性與組織文化對員工所造成的情緒勞務負擔,提出有效的處理方式,以降低員工情緒勞務負擔的產生,達到組織所要求的工作氣氛,以完成組織的共同目標。
In the age of knowledge-Based Economy, instead of land, labor and capital, human resources became the most important asset in enterprises. Therefore, more and more scholars research how people’s behavior and/or attitudes effect organizations. At the same time enterprises put a lot of their focus on quality of services because service industries comprise a very large portion of the economy. These factors have become a new trend that forms a new challenge to enterprises: How should the emotions of an individual in the workforce of an enterprise be controlled as they arise in the job? Since the year 1980 there were many studies on emotional labor loading which suggested solutions to this challenge. Many of these studies on emotional labor loading focus on its consequences, but this research investigates the antecedents of emotional labor loading, including job characteristics and organizational culture, in order to offer suggestions aimed at assisting enterprises towards reducing emotional labor loading of staff. A part of this thesis includes surveyed questionnaires which comprises of Job Characteristic Inventory, Characteristics of Organization Culture, and Emotional Labor Loading. These questionnaires were mailed to a sample of selected enterprises. Three hundred and eighteen questionnaires out of six hundred were returned. The response rate is 53%. Results of statistical analyses provides 6 conclusions as follows: 1. Skill Variety is positively related to Deep Emotional acting. 2. The degree of friendship within the taskforce is negatively related to variety of different emotions. 3. Task Cooperation is positively related to Basic Characteristic of Emotion and variety of different emotions. 4. Innovation is positively related to Surface Emotional control. 5. Results oriented is positively related to Surface Emotional control. 6. MPS (Motivating Potential Scores) is positively related to customer interaction. From these findings, this study provides the following recommendation. Businesses should identify and understand the employees’ job characteristics and organizational culture. Pin pointing these 2 variables businesses can reduce emotional labor loading of employees in different ways.