- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Although many scholars and practitioners articulate the importance of managing employee emotions in service-based organizations, research related to the intricacies surrounding human resource (HR) practices targeted at employee emotional performance has failed to keep up. This is surprising, given the strong links established between employee emotional performance (i.e., expressive behaviors congruent with emotional expectations) and customer service outcomes such as customer satisfaction, intentions to return, and recommendation intentions. In light of this gap, in the current review we adopt a systems perspective of HR and develop an integrated model highlighting how HR practices related to three broad HR domains—skill-, motivation-, and opportunity-enhancing—should elevate emotional performance by increasing the motivation and ability of service employees to engage in intrapersonal and/or interpersonal emotion regulation. Departing from a “more is better” approach, we theorize how different combinations of the three HR domains may yield beneficial outcomes depending upon (1) the extent to which rewards are tied to emotional labor and (2) the nature of typical employee-customer exchanges. In doing so, we articulate which HR practices are likely mandatory, and which can be viewed as substitutable. Implications for measurement and applications to customer service are discussed.
Our focus was on taking stock of the literature to date that encompasses HR practices related to emotional performance. We reframed the isolated view of HR practices and provided a model highlighting how different HR practices interrelate to affect emotional performance, which can, in turn, influence customer service. In particular, we built from the strategic HR literature to develop an integrative model, with skill-enhancing HR practices targeting emotional labor abilities, and motivation- and opportunityenhancing HR practices influencing one's motivation to adhere to display rules and regulate emotions. Moreover, we considered two unique factors—the extent to which rewards are tied to emotional labor and the frequency of service relationships or encounters—to help shed light on when certain HR practices may be more or less necessary. It is our hope that future research will attempt to better identify and assess ways in which HR practices may work conjointly, as opposed to in isolation, in order to improve the emotional experience of employees and customers alike.