發(fā)布時(shí)間：2018-05-19 07:37

  本文選題：情緒特質(zhì) + 情緒勞動(dòng)策略��； 參考：《東北財(cái)經(jīng)大學(xué)》2012年碩士論文

【摘要】：作為服務(wù)行業(yè)從業(yè)人員,飯店企業(yè)在實(shí)施情緒管理過(guò)程中,要充分意識(shí)到飯店的工作人員在為客人服務(wù),展開(kāi)工作的過(guò)程中,都伴隨著要表現(xiàn)一定的情緒,這種特定的情緒,我們可以稱之為情緒勞動(dòng),在實(shí)際工作中,員工的情緒勞動(dòng)將使飯店提供的服務(wù)具有鮮明的情緒特色,而飯店一線員工在情緒勞動(dòng)管理的調(diào)控上,將能有效衡量員工服務(wù)績(jī)效,并且對(duì)情緒勞動(dòng)的服務(wù)效應(yīng)進(jìn)行實(shí)際反映。 在研究過(guò)程中,本文主要進(jìn)行了描述性分析、相關(guān)性的檢驗(yàn)以及多元回歸分析,并根據(jù)研究分析結(jié)果總結(jié)出本文的主要結(jié)論： 結(jié)論1：飯店一線員工(普通員工)在其開(kāi)展服務(wù)工作的過(guò)程當(dāng)中,他的情緒勞動(dòng)中包含的兩個(gè)維度都具有非常高的頻率,這個(gè)結(jié)果可以說(shuō)是本研究開(kāi)展的一個(gè)前提條件,因此在飯店工作的一線員工都應(yīng)該是屬于高情緒的工作人員。 結(jié)論2：飯店一線員工采用不同的情緒勞動(dòng)策略會(huì)對(duì)服務(wù)績(jī)效產(chǎn)生截然不同的影響。進(jìn)一步來(lái)看,表層扮演將會(huì)對(duì)員工的服務(wù)績(jī)效帶來(lái)非常明顯的負(fù)面影響,而深層表演與自然表現(xiàn)則會(huì)對(duì)他們的服務(wù)績(jī)效帶來(lái)正向影響。 結(jié)論3：情緒特質(zhì)通過(guò)情緒勞動(dòng)策略作用于服務(wù)績(jī)效,即情緒勞動(dòng)策略在其中起著重要的中介作用。具體而言,主要有四種路徑,分別為負(fù)向情緒→表層扮演→服務(wù)績(jī)效,負(fù)向情緒→深層表演→服務(wù)績(jī)效,正向情緒→深層表演→服務(wù)績(jī)效,以及正向情緒→自然表現(xiàn)→服務(wù)績(jī)效。 結(jié)論4：當(dāng)一線員工產(chǎn)生正向情緒時(shí),一般會(huì)采取深層表演策略和自然表現(xiàn)策略；而當(dāng)員工面對(duì)負(fù)向情緒策略時(shí),通常不同的員工會(huì)采用不同的情緒勞動(dòng)策略,一部分采用表層扮演策略,而另一部分則采用了更好的深層表演與自然表現(xiàn)策略。 針對(duì)如上研究結(jié)論,本文提出了一些建議。在飯店企業(yè)中,必須要將情緒管理過(guò)程中的勞動(dòng)職責(zé)明確,要善于在平常的飯店管理過(guò)程中發(fā)現(xiàn)那些更加適合從事情緒勞動(dòng)的工作人員,另外在相關(guān)的培訓(xùn)課程中也要加入關(guān)于情緒勞動(dòng)的一些相關(guān)內(nèi)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.
【學(xué)位授予單位】：東北財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F719;F272.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 楊韞;;國(guó)外酒店服務(wù)表現(xiàn)評(píng)估模型研究發(fā)展綜述[J];旅游論壇;2010年05期

2 付華;關(guān)培蘭;;人力資源管理視角的情緒工作研究綜述[J];管理學(xué)報(bào);2008年06期

3 成巧云;;星級(jí)酒店績(jī)效評(píng)價(jià)體系的構(gòu)建方法研究[J];管理現(xiàn)代化;2011年01期

4 王益明;孫曉龍;;情緒智力與工作績(jī)效關(guān)系的研究綜述[J];華東經(jīng)濟(jì)管理;2010年08期

5 陳秋萍;;我國(guó)飯店情緒勞動(dòng)管理研究[J];北京第二外國(guó)語(yǔ)學(xué)院學(xué)報(bào);2007年05期

6 王璐;湯超穎;弓少云;;服務(wù)業(yè)員工情緒智力、動(dòng)機(jī)與情緒勞動(dòng)的關(guān)系[J];經(jīng)濟(jì)管理;2009年01期

7 李克芳;;淺談服務(wù)績(jī)效評(píng)價(jià)體系的構(gòu)建[J];商業(yè)經(jīng)濟(jì);2010年02期

8 凌茜;汪純孝;韓小蕓;劉義趁;;組織的服務(wù)氛圍與員工的情感性勞動(dòng)對(duì)服務(wù)質(zhì)量的影響[J];旅游科學(xué);2007年05期

9 陳洪安;鄧亞男;鄭俊虎;;關(guān)于雇員情緒表現(xiàn)前因后果研究的文獻(xiàn)評(píng)述[J];上海商學(xué)院學(xué)報(bào);2009年01期

10 邵廣祿;李建州;范秀成;;心理契約、員工滿意與離職意圖:基于自我效能感的調(diào)節(jié)效應(yīng)分析[J];商業(yè)經(jīng)濟(jì)與管理;2009年06期

相關(guān)博士學(xué)位論文 前1條

1 李作學(xué);個(gè)體隱性知識(shí)的結(jié)構(gòu)分析與管理研究[D];大連理工大學(xué);2007年

相關(guān)碩士學(xué)位論文 前3條

1 唐可欣;管理人員隱含知識(shí)量表TKIM的初步修訂[D];西南師范大學(xué);2004年

2 李新霞;餐飲業(yè)員工情緒勞動(dòng)、組織承諾對(duì)服務(wù)破壞的影響[D];河南大學(xué);2008年

3 范雯;組織承諾對(duì)情緒勞動(dòng)影響的實(shí)證研究[D];蘭州大學(xué);2009年

，

本文編號(hào)：1909256