The effects of manager''s emotional labor and employee''s organizational socialization on job satisfaction and job performance

• Main Authors: Yi-Ru Lin, 林倚如
• Other Authors: Ying-Cheng Hung
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/41616480774012424022

碩士 === 淡江大學 === 企業管理學系碩士班 === 100 === As all industries are very competitive now, so employees have to communicate by using different languages and contact different clients from other countries. These will increase employees’ loading, especially for managers. When people get pressure at work, they often pretend themselves as a good mood to face their clients or employer, for protecting their real feeling. The situation is called in academic domain “emotional labor” (Hochschild, 1983). When managers operate emotional labor, this will also affect the interaction between he (she) and employees. Employees’ job satisfaction and job performance will be affected by the interaction with their managers, and also this study probes the employees’ organizational socialization (Schein, 1968), for we have an assumption that would influence employees’ job satisfaction and job performance. All these are purposes of this study. In this study, we employed convenience sampling to collect data. A total of 185 questionnaires were returned. Only 164 valid questionnaires were analyzed. The response ratio is 71.3%. The results of this study are as follows: 1. Managers’ emotional labor and employees’ organizational socialization have significant positive effects on employees’ job satisfaction. 2. Managers’ emotional labor and employees’ organizational socialization have significant positive effects on employees’ job performance. 3. Managers’ emotional labor has a significant positive relationship with employees’ organizational socialization. 4. There is no interaction effect on employees’ job satisfaction and performance by different managers’ emotional labor and employees’ organizational socialization. 5. There are partial significant differences on employees’ job satisfaction and performance by their various demographic variables.