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표면행동 및 심화행동과 소진의 관계에서 정서부조화의 매개효과 차이
이동명 ( Dongmyong Lee ),( Richard E Wokutch ) 한국질서경제학회 2010 질서경제저널 Vol.13 No.3
Emotional labor is defined as employee‘s management of emotion to present the desired emotion that is demanded by the organization. According to organization‘s display rules, employees should exhibit emotions that fit in the contingency of their jobs. There are two types of emotional labor: deep acting and surface acting. Surface acting means that employees display emotions without feeling them internally. Deep acting means that employees display the desired emotions without feeling it at first but they internally feel the same emotion sooner. In both cases, an individual presents the organizationally desired emotions, but there is difference in the effect of emotional labor on employee‘s well-being. If employees engage in surface acting, they feel estrangement from their real feelings. Different from the effect of surface acting, if employees engage in deep acting, the results can be the positive well-being. What makes the effects of surface and deep acting different? We focus on “emotional dissonance” as one of the processes where surface and deep acting have effects on employees’ well-being, burnout in our study, which is measured by emotional exhaustion and depersonalization. We posit that if employees feel emotional dissonance while performing surface acting, the results will turn into negative well-being. But we also testify that employees hardly feel emotional dissonance while performing deep acting, the results may be positive. Data were collected from 742 employees in service industry in Korea. From the hierarchical regression analysis and the Sobel test, this research confirms the hypotheses that emotional dissonance is a ’negative’ mediator in the relationship between surface acting and burnout, and also a ’positive’ one in the effect of deep acting on burnout.
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