{"title":"释放情感劳动:组织控制系统如何塑造一线服务员工的情感劳动","authors":"Won-Moo Hur, Hyewon Park, June-ho Chung","doi":"10.1108/jstp-12-2023-0322","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>This study investigates how organizational control systems induce emotional labor in frontline service employees (FLEs). Drawing on the stimulus–organism–response (S-O-R) theory, we hypothesized that two control systems, an outcome-based control system (OBCS) and a behavior-based control system (BBCS), trigger work engagement rather than organizational dehumanization in FLEs, leading them to choose deep acting rather than surface acting as an emotional labor strategy.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>This study employed three-wave online surveys conducted 3–4 months apart to assess the time-lagged effects of S-O-R. We measured OBCS, BBCS (stimuli) and control variables at Time 1 (T1); work engagement and organizational dehumanization (organisms) at Time 2 (T2) and emotional labor strategies (responses) at Time 3 (T3). A total of 218 employees completed the T1, T2 and T3 surveys.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>OBCS increased work engagement, leading to increased deep acting. BBCS enhanced organizational dehumanization, leading to increased surface acting. <em>Post-hoc</em> analysis confirmed that the indirect effect of OBCS on deep acting through work engagement and the mediation effect of BBCS on surface acting through organizational dehumanization were statistically significant.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>This study collected three-wave data to reveal how organizational control systems affect FLEs’ emotional labor in the S-O-R framework. It illustrated how organizations induce FLEs to perform effective emotional strategies by investigating the effects of organizational control systems on their internal states.</p><!--/ Abstract__block -->","PeriodicalId":47021,"journal":{"name":"Journal of Service Theory and Practice","volume":"18 1","pages":""},"PeriodicalIF":3.9000,"publicationDate":"2024-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Unlocking emotional labor: how organizational control systems shape frontline service employees’ emotional labor\",\"authors\":\"Won-Moo Hur, Hyewon Park, June-ho Chung\",\"doi\":\"10.1108/jstp-12-2023-0322\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>This study investigates how organizational control systems induce emotional labor in frontline service employees (FLEs). Drawing on the stimulus–organism–response (S-O-R) theory, we hypothesized that two control systems, an outcome-based control system (OBCS) and a behavior-based control system (BBCS), trigger work engagement rather than organizational dehumanization in FLEs, leading them to choose deep acting rather than surface acting as an emotional labor strategy.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>This study employed three-wave online surveys conducted 3–4 months apart to assess the time-lagged effects of S-O-R. We measured OBCS, BBCS (stimuli) and control variables at Time 1 (T1); work engagement and organizational dehumanization (organisms) at Time 2 (T2) and emotional labor strategies (responses) at Time 3 (T3). A total of 218 employees completed the T1, T2 and T3 surveys.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>OBCS increased work engagement, leading to increased deep acting. BBCS enhanced organizational dehumanization, leading to increased surface acting. <em>Post-hoc</em> analysis confirmed that the indirect effect of OBCS on deep acting through work engagement and the mediation effect of BBCS on surface acting through organizational dehumanization were statistically significant.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p>This study collected three-wave data to reveal how organizational control systems affect FLEs’ emotional labor in the S-O-R framework. It illustrated how organizations induce FLEs to perform effective emotional strategies by investigating the effects of organizational control systems on their internal states.</p><!--/ Abstract__block -->\",\"PeriodicalId\":47021,\"journal\":{\"name\":\"Journal of Service Theory and Practice\",\"volume\":\"18 1\",\"pages\":\"\"},\"PeriodicalIF\":3.9000,\"publicationDate\":\"2024-09-06\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Service Theory and Practice\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1108/jstp-12-2023-0322\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Service Theory and Practice","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/jstp-12-2023-0322","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
Unlocking emotional labor: how organizational control systems shape frontline service employees’ emotional labor
Purpose
This study investigates how organizational control systems induce emotional labor in frontline service employees (FLEs). Drawing on the stimulus–organism–response (S-O-R) theory, we hypothesized that two control systems, an outcome-based control system (OBCS) and a behavior-based control system (BBCS), trigger work engagement rather than organizational dehumanization in FLEs, leading them to choose deep acting rather than surface acting as an emotional labor strategy.
Design/methodology/approach
This study employed three-wave online surveys conducted 3–4 months apart to assess the time-lagged effects of S-O-R. We measured OBCS, BBCS (stimuli) and control variables at Time 1 (T1); work engagement and organizational dehumanization (organisms) at Time 2 (T2) and emotional labor strategies (responses) at Time 3 (T3). A total of 218 employees completed the T1, T2 and T3 surveys.
Findings
OBCS increased work engagement, leading to increased deep acting. BBCS enhanced organizational dehumanization, leading to increased surface acting. Post-hoc analysis confirmed that the indirect effect of OBCS on deep acting through work engagement and the mediation effect of BBCS on surface acting through organizational dehumanization were statistically significant.
Originality/value
This study collected three-wave data to reveal how organizational control systems affect FLEs’ emotional labor in the S-O-R framework. It illustrated how organizations induce FLEs to perform effective emotional strategies by investigating the effects of organizational control systems on their internal states.
期刊介绍:
Formerly known as Managing Service Quality – Impact Factor: 1.286 (2015) – the Journal of Service Theory and Practice (JSTP) aims to publish research in the field of service management that not only makes a theoretical contribution to the service literature, but also scrutinizes and helps improve industry practices by offering specific recommendations and action plans to practitioners. Recognizing the importance of the service sector across the globe, the journal encourages submissions from and/or studying issues from around the world. JSTP gives prominence to research based on real world data, be it quantitative or qualitative. The journal also encourages the submission of strong conceptual and theoretical papers that make a substantive contribution to the scholarly literature in service management. JSTP publishes double-blind peer reviewed papers and encourages submissions from both academics and practitioners. The changing social structures and values, as well as new developments in economic, political, and technological fields are creating sea-changes in the philosophy, strategic aims, operational practices, and structures of many organizations. These changes are particularly relevant to the service sector, as public demand for high standards increases, and organizations fight for both market share and public credibility. The journal specifically addresses solutions to these challenges from a global, multi-cultural, and multi-disciplinary perspective.