服務人員情緒勞動策略之動機前因探討

Abstract

情緒勞動是服務人員在與顧客的互動過程中，表現出被期望的正面情緒並壓抑負面情緒。而當內在情緒與被期待情緒不一致時，服務人員一般會採取兩種不同的策略，包含(1)淺層演出:僅透過壓抑及假裝來修正外在行為表現，以及(2)深層演出:透過同理心及正向思考來調節內在感受。本研究旨在探討內外在動機對於服務人員採取不同情緒勞動策略的影響，以及不同的情緒勞動策略對顧客覺知的顧客導向以及顧客滿意度之影響。 研究結果發現內在動機與外在動機對深層演出具有顯著的正向關係，對淺層演出則有顯著的負向關係。另一方面，深層演出對於顧客導向和顧客滿意度均有顯著正面影響，反之，淺層演出則對兩者皆有顯著的負面影響。此外，顧客導向與顧客滿意度也具有顯著的正向關係。

Emotional labor is the display of expressing expected positive emotions and suppressing negative emotions by service agents during service encounters. When there is discrepancy between inner feelings and expected emotions, employees can choose between two acting strategies, surface acting (faking or suppressing emotions) and deep acting (modifying inner feelings with empathy or positive refocus). In this research, we extend emotional labor theories, proposing and testing a model that includes emotional labor strategy as well as the antecedents of emotional labor strategies. Results suggested that both antecedents, intrinsic and extrinsic motivations, have positive influence on deep acting, which consequently enhances customer orientation and satisfaction. On the contrary, intrinsic and extrinsic motivations are both negatively related to surface acting, which lead to negative evaluation of customer orientation and satisfaction. Implications, limitations and future research directions are then discussed.