Strategy Research On Employee Management Of Service Industry From The Perspectives Of Emotional Labor

In today’s society, the world has entered the era of the service economy. With thedevelopment of economy and society, a higher form of the service economy"experience economy" has come. As the development of the service economy, thepublic are focusing more on consumption experience rather than just on the quality ofproducts and services. Therefore, what the service industries provide should not onlybe the goods and services themselves, but also the emotion experience integrated in it,which could meet the emotional needs of customers.The variety of the customer need demands that service industries should injectmore "emotional" and "human" factors into staff management. The companies try toobtain customer satisfaction by improving employees’ satisfaction, which is thepremise of the customer satisfaction. In the late1980s, the emotional problems ofemployees were getting more attention by the field of Organization Behavior,the theory of emotional labor appeared on the scene. The emergence of the theory ofemotional labor has enriched the contents of traditional human resources management.The service industry has a property of high emotional-density，so service staff shoulddo emotional labor during their work in order to meet the customer’s need ofemotional experience. Enterprises ought to pay the reward for employees’ labor andefforts, and regulate it in the system design.At present, the domestic research of emotional labor is still in the starting stage.Some existent researches on influential factors of emotional labor are mostly from theperspective of micro-level. Although some scholars have broken through thepsychological perspective and diverted their research into the field of OrganizationalBehavior and Management, existent joint studies on emotional labor and humanresources is still restricted to researches on functions of human resources. These existent joint studies are comprehensive but provide limited guidance for managementpractice.This research integrates the empirical conclusions on emotional labor athome and abroad and puts forward the direct mechanism of how emotional laboraffects corporate performance through customer satisfaction as well as the indirectmechanism of how emotional labor affects corporate performance through employeesatisfaction based on local cultural background and management practices of theservice industry in China. At the same time, this paper analyzes the current situationand problems of the management of employee emotional labor in the service industryin China. Lacking of cognition of the emotional labor theory, which makes the valuechain of employee satisfaction-customer satisfaction-Enterprise Performance " inthe industry service lack internal driving force, becomes a major bottleneck thataffects and constrains improving service levels. It is not enough to solve themanagement problems of emotional labor in china’s service industry only from theconcept of emotional labor and organizational rules, but also need to design a series ofmanagement system based on the environment of macro-control.This essay breaks through the limitations of the human resources functionmodule by exploring the conduction and mechanism of emotional labor on serviceperformance. The author also puts forward a series of employee management supportsystem which is consistent with our native culture background and managementreality of service industry from the macro level such as human resources functionsystem, Organizational support system, Enterprise culture value system etc.. At thesame time, the essay analyzes the staff management practices of Harbor City from theperspective of emotional labor together with the great value for the enterprise toimplement employee emotional management system from the success of Harbor City.Besides, the research helps to enrich and expand the contents of staff management ofthe service industry and aims at supplying theory and practical guidance to improveservice level through the emotional labor management.