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NTIS 바로가기한국경영과학회지 = Journal of the Korean Operations Research and Management Science Society, v.37 no.2, 2012년, pp.57 - 72
강원경 (한양대학교 경영학과) , 김민수 (한양대학교 경영학과) , 오원경 (한양대학교 경영학과)
The moderators that relieve negative effects of emotional labor have been studied such as job characteristics and situational variables. But as reviewing these studies, they focused on the degree of emotional on certain condition, there's no distinction between that degree and moderating effects. So...
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핵심어 | 질문 | 논문에서 추출한 답변 |
---|---|---|
조직에서 개인은 어떤 것에 의해 제약과 제재를 받는가? | 조직에서 개인은 규범과 규칙에 의해 행동을 제약 받을 뿐만 아니라, 감정 행동(emotional behavior) 또한 제재를 받는다[13]. 조직에서 요구하는 바람직한 감정 행동은 채용, 교육, 평가 그리고 보상 시스템의 공식적인 수단에 의해 전달되기도 하며 사회적 압력 등의 비공식적인 수단을 통해서 구성원들에게 전달된다[13]. | |
직원들이 업무에서 감정 노동을 하는 형태는 무엇인가? | 대부분의 조직에서는 개인이 표현하는 감정을 강하게 제한하고, 직원의 감정 조절 정도에 따라 성과를 평가하고, 이는 구성원의 보상 및 승진에까지 영향을 끼치게 된다. 이러한 압력 아래에서 직원들은 전문가 정신(professional spirit)으로 고객을 대하고 있을 때에는 항상 명랑해 보여야 하며, 맘에 들지 않는 동료에 대한 짜증은 감추어야 한다. 이와 같이 구성원이 자신의 직무의 일부분으로 조직에서 요구하는 감정을 표현하는 것을 감정 노동(emotional labor)이라 한다[30]. | |
조직에서 요구하는 바람직한 감정 행동은 어떤 수단에 의해 전달되는가? | 조직에서 개인은 규범과 규칙에 의해 행동을 제약 받을 뿐만 아니라, 감정 행동(emotional behavior) 또한 제재를 받는다[13]. 조직에서 요구하는 바람직한 감정 행동은 채용, 교육, 평가 그리고 보상 시스템의 공식적인 수단에 의해 전달되기도 하며 사회적 압력 등의 비공식적인 수단을 통해서 구성원들에게 전달된다[13]. 대부분의 조직에서는 개인이 표현하는 감정을 강하게 제한하고, 직원의 감정 조절 정도에 따라 성과를 평가하고, 이는 구성원의 보상 및 승진에까지 영향을 끼치게 된다. |
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