The Moderating Effect Of Service Climate Between Emotional Labor And Job Burnout

In service industry, emotional labor and job burnout has been the focus ofresearch. However, many scholars gave different results. In addition, few studieswere about moderator between t emotional labor and job burnout. In order to providescientific advice for the enterprise management activities, and enrich the theoryresearch, we researched the influence mechanism of emotional labor on job burnoutand the moderating effect of service climate through the empirical analysis.Based on the conservation of resource theory, we discussed the moderatingeffect of service climate between emotional labor and job burnout. Emotional laborwas divided into surface acting and deep acting, job burnout was divided into threedimensions: emotional exhaustion, depersonalization and diminished personalaccomplishment. We collected258valid questionnaires in Changchun, from hotelserver to bank counter. Through statistical analysis of the data by correlation analysisand hierarchical regression analysis and other methods, the results were that therewere differences between emotional labor and job burnout in different demographicvariables, surface acting and deep acting had different effects on job burnout, serviceclimate moderated their relations.Surface acting and deep acting have significant different effect on job burnoutin gender and age, there was a significant difference of job burnout in the differentworking years. Surface acting have positive influence on job burnout. When thesurface acting was strong, employees need to repressed and restrained the true innerfeelings, but also need to disguise the emotional expression of organizationalrequirements, which will consume a large number of employees’ emotionalresources, leading to higher levels of emotional exhaustion. Moreover, hiding anddisguising true emotions will result in lower employee self authenticity, customer’sattitude and behavior will become indifferent, depersonalization level become moreserious. In addition, the surface acting could reduce the valuation of work andthemselves, which means low level of sense of achievement. On the contrary, deepacting played a significant negative effect on job burnout. Deep acting level washigher, the external expression and inner feelings tended to be consistent, loss ofemotional resources was reduced, and the emotional expression was generallypositive, namely the so-called positive energy, Positive emotional experience was akind of resource input to the employees. A good interactive relationship will alsoincrease the employee’s psychological resources. Deep acting also increased thesense of reality, employees will cultivate positive emotions expression habits, helpto improve staff enthusiasm. Service climate could buffer the relationship betweensurface acting and job burnout, and strengthen the deep acting’s negative correlation with job burnout. If the organizational service climate was poor, indicating thatemployees believed that organizations did not pay enough attention to the quality ofservice, even if provided good service, they also won’t get enough in return, so thatemployees at the surface acting will often have a greater pressure. According to theconservation of resources theory, in this kind of pressure, emotional resource losswould accelerate. On the contrary, if the organization shaped good serviceatmosphere, employees’ positive emotional experience increased in deep acting.Moreover, the good atmosphere indicated employees believed that the organizationwould give full attention and recognition to their good service, enhancing the senseof achievement.In order to reduce the job burnout level of the staff in service industry andlighten its adverse effects, the organization could carry out management practicefrom two aspects. On the one hand, paying attention to employee emotionalmanagement, encouraging employees in the service process by deep acting; on theother hand, creating a good service climate, making employees believe that theirservice quality is paid much attention and recognition by the organization.