Silence And Voice In Service Organization Under The Background Of Harmony

In the nineteenth century,organizational management showed the importance of division of labor and production efficiency,emphasizing on throttling and minimizing production costs.However,with the development of service industry,service-oriented organizations pay more and more attention to the performance of employees rather than regard them as machines.In order to obtain better customer satisfaction,organizations often require employees to show a good mental outlook in the face of customers,to work with high enthusiasm,can not show such emotions as indifference.This emotional effort is emotional labor,which is "emotional management of an individual in order to show certain observable facial expressions or physical behavior".With the further development of service industry,emotional labor began to enter the research field of vision of more scholars.Employees in service-oriented organizations,especially front-line employees,act as the connection between enterprises and customers.On the one hand,this group is the window in the eyes of customers.On the other hand,front-line employees are also the most knowledgeable group in enterprises.For a service-oriented organization,it is undoubtedly one of the most effective ways to establish a good operation organization by conveying enterprise ideas and understanding customer needs through front-line employees.Therefore,the organization will require employees to show the service attitude needed by the organization.At the same time,the voice behavior of front-line employees will become an important source of information for the organization.But China has always been deeply influenced by traditional culture.In interpersonal communication,people attach great importance to human relations and face,and the harmony of interpersonal relationships is favored.In this context,silence often becomes a means of maintaining superficial harmony among employees,and voice behavior is relatively rare.In service-oriented organizations,how to let front-line employees make suggestions has become a major challenge for Chinese enterprises.In view of the importance of first-line employees' voice behavior to the organization,understanding the reasons for first-line employees' voice and silence is bound to have a good role in promoting the development of the organization.The purpose of this study is to explore how the voice behavior and Silence Behavior of employees in service-oriented organizations occur in the context of "harmony" value orientation in China,focusing on the relationship between sincere harmony motivation,superficial harmony motivation,deep acting,superficial acting,voice behavior and silence behavior.This study expects to provide a new way for human resource managers to encourage employees to make suggestions and reduce silence from the perspective of dual motivation.This study focuses on the phenomenon that employees in domestic workplaces often remain silent under the influence of traditional culture.By investigating the front-line employees in service-oriented organizations and combining with literature review,it clarifies the relationship between the related concepts,and then constructs a model with sincerity,superficial harmony motivation,emotional labor strategy,voice,silent behavior and emotional expression.Based on the analysis of 311 questionnaires from service-oriented organizations,this study draws the following conclusions:(1)In service-oriented organizations,there is a positive correlation between employee's sincere and harmonious motivation and deep-seated acting strategy,and there is a positive correlation between employee's superficial harmonious motivation and superficial acting strategy.(2)In service-oriented organizations,there is a positive correlation between employee's deep acting strategy and voice behavior,and there is a positive correlation between employee's surface acting strategy and silence behavior.(3)In service-oriented organizations,there is a positive correlation between employee's sincere and harmonious motivation and employee's voice behavior,and there is a positive correlation between employee's superficial harmonious motivation and employee's silent behavior.(4)Deep acting strategy acts as a mediator between genuine harmony motivation and voice behavior,while surface acting strategy acts as a mediator between superficial harmony motivation and silence behavior.(5)Emotional display rule perception regulates the indirect effect of superficial harmony motivation on silence behavior through superficial role.The higher the level of emotional display rule perceived by employees,the weaker the positive indirect effect.