管理评论

›› 2017, Vol. 29 ›› Issue (5): 64-74.

• 组织行为与人力资源管理 • 上一篇    下一篇

情绪和谐还是情绪失调更有利于员工提高绩效?——基于领导者情绪劳动的实验研究

杨琛1,2,3, 李建标1,2,3   

  1. 1. 南开大学商学院, 天津 300071;
    2. 南开大学中国公司治理研究院, 天津 300071;
    3. 中国特色社会主义经济建设协同创新中心, 天津 300071
  • 收稿日期:2016-07-08 出版日期:2017-05-28 发布日期:2017-05-26
  • 作者简介:杨琛,南开大学商学院博士研究生;李建标,南开大学商学院教授,博士生导师,博士。
  • 基金资助:

    国家自然科学基金重点项目（71533002）；国家自然科学基金面上项目（71372094）。

Is Emotional Fit or Emotional Dissonance Better Able to Improve Employees' Performance?——An Experimental Study Based on the Leader Emotional Labor

Yang Chen1,2,3, Li Jianbiao1,2,3   

  1. 1. Business School of Nankai University, Tianjin 300071;
    2. China Academy of Corporate Governance of Nankai University, Tianjin 300071;
    3. Collaborative Innovation Center for China Economy, Tianjin 300071
  • Received:2016-07-08 Online:2017-05-28 Published:2017-05-26

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摘要：

本文以情绪即社会信息模型为理论框架，基于内心状态观点的领导者情绪劳动（领导者情绪和谐/失调），将差序式领导作为本土化的情境因素引入领导者情绪劳动与员工绩效关系的研究中，借助公共物品博弈实验，采用领导者情绪劳动与员工类型2×2被试间实验设计，考察了领导者情绪劳动影响员工绩效的作用机制。结果表明：对高效率员工而言，领导者情绪和谐有利于其提高绩效，领导者情绪失调会降低其绩效，并且，员工的情感反应具有中介作用，“自己人”员工的情感反应更强，低认知动机的员工更倾向于提高绩效；对低效率员工而言，领导者情绪和谐有利于其提高绩效，领导者情绪失调会降低其绩效，其中，员工的绩效推断具有中介作用，“自己人”员工推断加工程度更强，高认知动机的员工更倾向于提高绩效。最后，对领导者的情绪管理、情感治理、关系治理及未来研究提出了建议。

关键词: 领导者情绪劳动, 员工绩效, 情感反应, 绩效推断加工, 公共物品实验

Abstract:

The inner state of emotional labor is divided into emotional fit and emotional dissonance. Using the theory of emotion as social information, the differential leadership is introduced into the study of the relationship between leader emotional labor and employee performance. Based on the public goods game, this paper designs the leader emotional labor and the type of employee 2x2 between subjects experiment, and tests the impact of leader emotional labor on employee performance. The results show that leader emotional labor and the employee performance have significant positive correlation. For high efficiency employees, affective reactions partially mediate the effects of leader emotional labor on employee performance. For low efficiency employees, performance inference partially mediates the effects of leader emotional labor on employee performance. Differential leadership and employee epistemic motivation have significant moderating effect. Finally, suggestions on leader's emotional management, emotional management, relationship management and future research are discussed.

Key words: leader emotional labor, employee performance, affective reactions, performance inferential processes, public goods experiment