The Influence Of Organizational Context And Service Climate On Emotional Labor

Development of the service industry rapidly, the contribution to economic growthhas increased year by year, service enterprises pay more attention to the service quality,service quality has been the core competitiveness of enterprises. Emotional interactionbetween front-line service employees and customers is the key factors of service work.Emotions play an important role in quality service delivery. In the modern serviceindustry, it is difficult to set standards to monitor terminal services personnel behavior,it need more to rely on the staff’s basic quality and service consciousness to self controltheir service behavior. Service enterprises focus on quality service to bring enterpriseperformance all the time, but ignore the internal mechanism of service behaviorsespecially emotional behaviors produce high performance.The key of the high performance service behavior is to shape a customer-orientedservice climate and to provide service knowledge and skills to the staff as well as theservice equipment and interdepartment support, so that employees may feel theenterprise’s awards and praise toward quality services. Service climate is the sharingperception of employees about how much the enterprise attach importance to qualityservice, which mechanism is the emplyees’ perception and interpretation of theorganizational service context.In this paper, the service enterprise employees as research object, explored therelationship between organizational climate situational variables, service climate andemployees’ emotional labor. Organizational context is a collection of situational factorssuch as functions and resources organization provided to employees, which include twoaspects: General conditions that facilitate work and interdepartmental support. Serviceclimate is defined as employee perceptions of the practices, procedures, and behaviorsthat get rewarded, supported, and expected with regard to customer service and customerservice quality. Employee perceptions shaped by service management practice, policyexperience and resources utilization.Organization context is the foundation issues ofservice climate.Service climate determines the employees’ cognitive map oforganizational service strategy. Emotional affecting behavior organization expects and rewards is one of the signals service climate transfer. The employees will be inaccordance with the signal and determine how to express the expected and rewardedbehavior at work, including the emotional displaying. So the service climate willinfluence employee emotional labor, service personnel will select more surface actingand deep acting or autonomic regulation in accordance with the cognitive map serviceclimate provided.On the basis of relevant documents and data obtained by the questionnaire surveyway,the present study test the hypothesis of the relationship between service climate andemotional labor via structural equation modeling, investigated the influence of theindividual variables on the relationship. And based on analyzing the relationship amongorganizational context, service climate and emotional labor, explored the effects ofindividual variables on emotional labor, mediating effect of sevice climate, and themoderating effect of individual variables on the relationship between service climate-emotional labor.Result indicated that General conditions that facilitate work inorganizational context is positive related to service climate but the relation between it andanother factor of organizational context, intedepartment support, is not significant. Andservice climate is positive related to deep acting and autonomic regulation but has nocorrelation with surface acting.The service climate antecedents of emotional labor is analyzed focusing on theservice delivery channel of service climate—emotional labor--customer experience, thechannel is explored from the perspective of intangibility of service behavior oforganization and connected organizational behavior with customer experiencemanagement through climate-emotion-behavior intangible factors. Presented serviceclimate-emotional labor model, put forward the intangible perspective understandingservice delivery. Enriched the on service delivery process, emotional labor and serviceclimate. Found suitability of interdepartment support factor in China, also proceeded abrief analysis of the differences with foreign research results on its influence on serviceclimate.