دانلود مقاله تعامل یک پیش بینی کننده بهتر برای رضایت شغلی
چکیده
روش شناسی
نتایج
بحث
منابع
Abstract
Methodology
Results
Discussion
References
چکیده
هوش هیجانی (EI) پتانسیل را برای پیش بینی نگرش در محل کار، از جمله رضایت شغلی نشان داده است. با این حال، مشخص نیست که EI چگونه برای اعمال این اثرات مثبت (یعنی غیرمستقیم از طریق منابع دیگر)، به ویژه در آن دسته از کارکنانی که سطوح بالایی از کار هیجانی را از طریق تعاملات بین فردی مکرر تجربه می کنند، کار می کند. مطالعه حاضر رابطه بین توانایی هوش هیجانی، راهبردهای کار عاطفی، تعهد کاری و رضایت شغلی را در 133 کارمند هتلداری (110 زن؛ 22 مرد) مورد بررسی قرار داد. تجزیه و تحلیل رگرسیون نشان داد که توانایی های هیجانی به طور قابل توجهی استفاده کارکنان از استراتژی کار هیجانی، درگیری شغلی یا رضایت را پیش بینی نمی کند. با این حال، تعهد کاری به طور قابل توجهی رضایت شغلی را از طریق فداکاری و انرژی پیش بینی کرد. EI به طور غیرمستقیم رضایت شغلی را از طریق درگیری کاری یا استراتژی های کار هیجانی پیش بینی نکرد. برخلاف تحقیقات موجود، این مطالعه نشان می‌دهد که کاربرد EI در پیش‌بینی نتایج مربوط به کار ممکن است برای کسانی که در صنعت مهمان‌نوازی کار می‌کنند محدود باشد. یافته‌ها ضرورت اندازه‌گیری پویا و کاربردی و تمرکز سازمان‌های مهمان‌نوازی را بر توسعه مداخلات آموزشی که هدف آن افزایش مشارکت است، برجسته می‌کند.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
Emotional intelligence (EI) has shown potential for predicting workplace attitudes, including job satisfaction. However, it is unclear how EI works to exert these positive effects (i.e., indirectly through other resources), particularly in those employees who experience high levels of emotional labor through frequent interpersonal interactions. The current study examined the relationship between ability emotional intelligence, emotional labor strategies, work engagement and job satisfaction in 133 hospitality employees (110 females; 22 males). Regression analyses showed that emotional abilities did not significantly predict employees’ use of emotional labor strategy, job engagement or satisfaction. However, work engagement significantly predicted job satisfaction through dedication and vigor. EI did not indirectly predict job satisfaction through work engagement or emotional labor strategies. Contrary to existing research, this study suggests the utility of EI in predicting work-related outcomes may be limited for those working in the hospitality industry. Findings highlight the necessity for dynamic, applied measurement, and for hospitality organizations to focus on the development of training interventions which aim to increase engagement.
Introduction
Understanding employees’ emotions in the workplace is important given links to job performance, work engagement, prosocial and counterproductive behaviors (Tziner et al., 2020) which are closely linked to employee’s job satisfaction (Czarnota-Bojarska, 2015). Job satisfaction - a positive emotional state experienced as a result of employees’ perceived job experiences (Locke, 1976; Spector, 1997) - can have implications for mental health, turnover intentions and job performance for hospitality employees (Kovacs et al., 2018). Front-of-house hospitality employees experience high emotional demands due to sustained engagement in customer interactions that require positive emotional displays, such as friendliness, even in the face of interpersonal challenge (Lee & Hwang, 2016). These emotional demands result in the use of emotional labor strategies which can be adaptive (e.g., deep-acting) or maladaptive (e.g., surface acting) (e.g., Grandey, 2003). A recent review has outlined a conceptual model of emotional labor which suggests diferential use of emotional labor approaches can infuence employee job satisfaction, and emotional intelligence may underpin the use of these strategies (Lee & Madera, 2019).
Results and analyses
Table 1 presents descriptive statistics for the study variables. Females had higher levels of emotion management compared to males (t = -2.72 p < .05). All analyses controlled for sex diferences.
Bivariate relationships show that ability EI (emotion understanding and emotion management) does not have a signifcant relationship with emotional labor strategies (surface acting, deep acting; H1) or work engagement (absorption, dedication, vigor; H2). However, engagement (absorption, dedication, vigor) and surface acting had a signifcant positive relationship with job satisfaction, whilst deep acting did not (H3 and H4; see Table 1).
H1: Ability EI (emotion management; emotion understanding skills) will be significantly associated with increased use of deep acting and decreased use of surface acting emotional labor strategies
H2: Ability EI (emotion management; emotion understanding skills) will be significantly associated with higher work engagement
H3: Less frequent use of surface acting and more frequent use of deep acting emotional labor strategies will predict levels of job satisfaction
H4: Work engagement will be positively associated with increased levels of job satisfaction
H5: Ability EI (emotion management; emotion understanding skills) will be associated with higher levels of job satisfaction
H6: Surface acting and deep acting emotional labor strategies will mediate the relationship between ability EI and job satisfaction
H7: Work engagement will mediate the relationship between ability EI and job satisfaction