A Study On The Relationship Among Emotional Labor, Perceived Organizational Support And Job Performance Of Employees

Job performance has long been the important research subjects in the theoretic and practical fields of human resources management and organizational behavior. The theory and practice of community are actively concerned about how to affect the behavior of employees through the organization support practice, and thus enhancing staff job performance. However, in previous studies, the implicit premise of the research on the relationship between behavior and performance is that the actors are rational, less of concern for the employees emotional behavior (irrational) impact on performance, even taking into account the emotional variables, people also believe that this is a negative factor. As Hochschild put forward the concept of emotional commercialization and emotional labor in1979, academia began to pay attention to the significant impact on people’s work performance, and enterprise management practice that emotions generated.Combing through the literature, we found that the current emotional labor research mainly focused on the negative impact of emotional labor, and less paid attention to the positive impact that emotional labor may exist, and what factors can go buffer or weaken these negative effects. Therefore, based on the affective events theory, this paper explores the relationship among emotional labor, perceived organizational support and job performance of employees and how the perceived organizational support influences the relationship between emotional labor and job performance, and proposes the corresponding assumptions. The study has collected184valid questionnaires through questionnaire survey and used SPSS19.0statistical software for data analysis in order to test our assumptions. Our main conclusions as follow:(1) The emotional labor has a significant positive impact on job performance. In particular, the deep acting positively predicts job performance, real emotional expression also positively predicts job performance, but the relationship between the surface acting and job performance is not significant.(2) The perceived organizational support has a significant positive impact on job performance and the positive effect on the three dimensions of job performance.(3) The perceived organizational support moderates the relationship emotional labor and job performance and the direction of moderation is negative regulator, specifically, perceived organizational support has a significant negative adjustment the relationship between surface acting and job performance and also has a significant negative adjustment between real emotional expression and job performance. But the moderating effect on the relationship between deep acting and job performance is not significant.(4) The dimensions of emotional labor in gender, age, job level, have significant differences, specifically, employees of different gender play in the deep, real emotional expression there are significant differences in the deep, real emotional expression when the gender of employees is different. Different ages employees plays a significant difference in the surface acting. Different positions have significant differences in the deep acting.