Empirical Studies Of The Relationship Among Emotional Labor, Job Stress And Job Performance

Is a for-profit business organization, how to improve staff performance has always been thecore issue of corporate governance research. In the long course of development management,management scientists working to improve the efficiency of research from a simple focus onemployee behavior, to focus on employee needs, developed to focus on employee’s emotionallabor and a series of psychological problems, emotional labor become a new human resourcesmanagement issues; With the arrival of economic and social services, competition amongenterprises gradually converted from product competition to compete for customer service,emotional labor has become a business need to face the new challenges. Our research on emotionallabor is still in the early stages. Emotional labor not only affects the health of individual employees,but also to some extent affected stakeholders (eg customers, colleagues, etc.) feelings, andultimately have an impact on job performance. Studies have shown that employees focus solely onbasic behavior training, has been difficult to obtain stakeholders agree, so how to improveemployees’ ability to express emotions, it is consistent inner contemplation, thereby reducing thepressure on staff, so that customers feel the sincere service, has become the focus of attention ofhuman resource management. In this study, human resource management and development pointof view, through the corporate staff, and studying emotional labor, job stress and job performancerelationship between the three, trying to find a working pressure of emotional labor through animpact on job performance path to human resource management for the enterprise to provide someguidance.This paper summarizes the relevant literature, based on the proposed ideas and assumptionsof this study, the use of the maturity scale proposed by predecessors, conduct research, a total of 258valid questionnaires were. Empirical analysis of the data, mainly reliability analysis,confirmatory factor analysis and structural equation modeling and other methods to verify all theassumptions made and models. The results showed that:(1)Emotional labor plays surface and deep play two dimensions on staff performance has asignificant positive effect, while the real emotional labor on job performance does not have asignificant effect.(2)Emotional labor plays surface and deep play two dimensions to job stress two dimensionshave a significant impact, real emotion on working pressure does not have a significant role in twodimensions.(3)Eustress on job performance have a significant positive impact; inferiority pressure on jobperformance have a significant negative impact.(4)Working pressure at the surface plays two dimensions, respectively, between the deep andjob performance played a significant intermediary role, but with the real dimensions of emotionalexpression can not afford an intermediary role.Based on the above conclusions, give the following recommendations to the practices work ofhuman resource management:(1) focus on employee recruitment and selection in emotional labor capacity;(2) training and development to increase the cultivation of emotional labor;(3) Performance appraisal of evaluation criteria developed emotional labor.