顾客侵犯对服务员工离职意愿的作用机制研究
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摘要
世界发展新趋势表明，服务业在经济活动中逐步取得主导地位。绝大多数服务企业是情感密集型，实行的是关系型服务。在顾客-员工的互动中，企业一贯遵循顾客第一，顾客是上帝的理念，但“顾客并不一定总是对的”，顾客的侵犯行为成为服务员工的重要压力源，导致员工负面态度和行为的滋生，进而造成顾客、员工和企业三输的局面。通过对顾客侵犯、离职意愿、情绪反应等的文献回顾，发现现有研究存在以下不足：第一，顾客侵犯行为对员工的影响研究缺乏整合和统一的理论框架指导；第二，顾客侵犯行为与员工反应之间的机制研究尚存在缺失；第三，缓解或阻止顾客侵犯行为对服务员工离职意愿的有效干预措施缺乏。
基于资源保存理论，本研究分析了服务员工情绪劳动的本质，并结合顾客行为与员工反应间的动态关系，整合工作要求-资源模型和情感事件模型，构建了本研究的顾客侵犯-员工反应模型，以期作为顾客侵犯对员工影响的理论分析框架。该模型认为，顾客侵犯行为造成了服务员工的工作压力，从事高情绪劳动的服务员工对此压力的反应有两条不同的路径，一条是情感驱动路径：当服务员工受到顾客侵犯时，被动的接受，导致员工情绪资源的耗竭和消极行为；另一条是判断驱动路径：当服务员工遭遇顾客侵犯时，主动的进行情绪调节，从而减少资源的耗损，阻止或缓解员工的消极行为。
为了检验顾客侵犯-员工反应理论模型，本文通过两个子研究对其进行实证分析，以考察顾客侵犯对服务员工离职意愿的影响程度、作用机制及干预效果。两个子研究均以典型的服务员工——呼叫中心员工为研究对象。第一个子研究检验服务员工对来自顾客侵犯压力反应的第一条路径，即情感驱动路径。子研究一的研究样本为华中某省移动通讯公司10086呼叫中心员工，通过访谈、开放式问卷和1000份的大规模问卷调查，考察顾客侵犯(压力源)和组织支持(外在资源)对员工离职意愿的影响，并检验情绪衰竭的中介作用。本研究中组织支持作为团队层面来考虑实质体现的是一种工作氛围，即属于工作情景变量，所以本研究采用跨层设计。运用多层线性模型(HLM)进行数据分析，结果表明，顾客侵犯与情绪衰竭、离职意愿显著正相关；情绪衰竭完全中介顾客侵犯与离职意愿间的关系；情感性组织支持调节顾客侵犯与情绪衰竭之间的关系。
第二个实证研究检验服务员工对来自顾客侵犯压力反应的第二条路径，即判断驱动路径。以华南某通讯公司呼叫中心员工为研究样本，考察顾客侵犯行为(压力源)和心理资本(内在资源)对员工离职意愿的影响，并检验情绪调节的中介作用。通过为期近一个月的两阶段数据收集，230个服务员工完成了两个阶段的调查，共获得982份数据。通过HLM分析，再次验证了子研究一顾客侵犯对员工离职意愿的影响；不同的情绪调节策略对顾客侵犯与员工离职意愿的中介作用不同；心理资本对顾客侵犯与员工情绪调节策略选择间的调节效应显著。
针对实证研究一和二，提出顾客侵犯对员工离职意愿影响的应对措施。组织支持对员工来讲是外在资源，而心理资本是个体内在资源，实践中通过外在资源的加强和内在资源的开发，减缓或阻止顾客侵犯对员工离职意愿的影响。特别是心理资本是一个较活跃的变量，它最大的特点是“类状态”性，即可培养，可开发。因此，基于群体动力学理论构建团队层面的心理资本增值模型，是切实可行的。
It is showed that service industry gradually acquires a leading position in economicactivities according to the new trend of the development of the world service industry. Thevast majority of them are emotion-intensive and relationship-oriented. Due to theinvolvement of customers, the interaction between customers and employees becomenormal state. The customer is the source of enterprise economic benefits, soService-oriented organizations generally believe that the customer is always moreimportant, even God is the customers. However, the mantra “The customer is alwaysright,” communicates unequal power in the customer-employee relationship; and thispower discrepancy is a key component to identify the target for aggression. So, customeraggression becomes an important stressor on service employees. It will cause employeenegative attitudes and the counterproductive behavior, eventually led to the customers,employees and enterprises three lose situation. Based on the conservation of resourcestheory, the research explores what customer aggression effects employee’s attitude andbehaviors and how to alleviate the negative behavior of employees. Through the review onturnover, work pressure and other literature, we address these gaps: first, the research ofcustomer aggression is lack of a unified theoretical framework; second, there is lack ofresearch on the mechanism between customer aggression behavior and employee reactions;third, there is the lack of intervention to alleviate employees’ negative behaviors due tocustomer bad behavior.
According to the customer involvement behavior on employees of fragmented andthe lack of a unified theoretical framework, this study based on the conservation ofresources theory, analyzed the nature of service employees' emotional labor, combinedwith the dynamic relationship between customer behavior and employee reactionsbetween, integrated the job demands-resources model and affective event model. So, thisstudy put forward a customer aggression-employee reaction model. According to thismodel, customer aggrssion caused the work pressure. The service employee oftrn havetwo different paths to deal with the stress. One is emotion-drive path: customer aggerssionlead to employee emotional exhaustion and negative behavior; the other is judge-drive path: when the service employees encounter customer aggression, they regulate emotionactively to reduce resource consumption, prevent or alleviate the negative behaviors.
As to the question that what effect and how to alleviate employees’ negativebehaviors by customer aggression behaviors, this article gave empirical tests for theemployees' reaction to confirm the model through two sub-studies. The first studyexamined the impact of customers’ verbal aggression on employees’ turnover intentionand the mediating role of employees’ emotional exhaustion. Furthermore, we analyzed themoderating effect of a team climate for Perceived Organizational Support (POS) on therelationship between customers’ verbal aggression and employees’ emotional exhaustion.Interviews and questionnaires were employed to collect data from1,112employees from acall center in central China. Finally, the data were analyzed and the hypotheses were testedvia descriptive analysis and hierarchical linear modeling analysis using SPSS and HLM,respectively. The results show: first, customers’ verbal aggression significantly predictedemployees’ turnover intention; second, employees’ emotional exhaustion fully mediatedthe relationship between customers’ verbal aggression and employees’ turnover intention;third, the positive association of customers’ verbal aggression and employees’ emotionalexhaustion was weaker for teams that perceived higher levels of emotional POS, but notinstrumental POS.
The second empirical study examined several relationships pertaining to customeraggression, employee emotional labor strategies, turnover intention and the moderatingrole of Psychological Capital (PsyCap). Two hundred and thirty front-line workers of callcenters in south China completed a two-phase survey almost one-month period. Results ofhierarchical linear models revealed that employee turnover intention increased when anemployee encountered customer aggression; however, both surface acting and deep actingmediated this effect. Results also revealed that employees who possess higher levels ofPsyCap engage in more deep acting and less surface acting. Further, turnover intentionreduced when employees possessed high levels PsyCap.
According to the results of empirical study one and two, we put forward interventionsto reduce or eliminate effects of customer aggression on employee turnoverintention.Organizational support is the external resources, while the psychological capital is the internal resource. The employee turnover intention can slow down through thestrengthening of external resources and development of internal resources in practice.Especially the psychological capital is an active variable, and its greatest feature is the"state-like", that is, it can be cultivate and develop. Therefore, based on group dynamicstheory, team-level psychological capital appreciation model is feasible.
基于资源保存理论，本研究分析了服务员工情绪劳动的本质，并结合顾客行为与员工反应间的动态关系，整合工作要求-资源模型和情感事件模型，构建了本研究的顾客侵犯-员工反应模型，以期作为顾客侵犯对员工影响的理论分析框架。该模型认为，顾客侵犯行为造成了服务员工的工作压力，从事高情绪劳动的服务员工对此压力的反应有两条不同的路径，一条是情感驱动路径：当服务员工受到顾客侵犯时，被动的接受，导致员工情绪资源的耗竭和消极行为；另一条是判断驱动路径：当服务员工遭遇顾客侵犯时，主动的进行情绪调节，从而减少资源的耗损，阻止或缓解员工的消极行为。
为了检验顾客侵犯-员工反应理论模型，本文通过两个子研究对其进行实证分析，以考察顾客侵犯对服务员工离职意愿的影响程度、作用机制及干预效果。两个子研究均以典型的服务员工——呼叫中心员工为研究对象。第一个子研究检验服务员工对来自顾客侵犯压力反应的第一条路径，即情感驱动路径。子研究一的研究样本为华中某省移动通讯公司10086呼叫中心员工，通过访谈、开放式问卷和1000份的大规模问卷调查，考察顾客侵犯(压力源)和组织支持(外在资源)对员工离职意愿的影响，并检验情绪衰竭的中介作用。本研究中组织支持作为团队层面来考虑实质体现的是一种工作氛围，即属于工作情景变量，所以本研究采用跨层设计。运用多层线性模型(HLM)进行数据分析，结果表明，顾客侵犯与情绪衰竭、离职意愿显著正相关；情绪衰竭完全中介顾客侵犯与离职意愿间的关系；情感性组织支持调节顾客侵犯与情绪衰竭之间的关系。
第二个实证研究检验服务员工对来自顾客侵犯压力反应的第二条路径，即判断驱动路径。以华南某通讯公司呼叫中心员工为研究样本，考察顾客侵犯行为(压力源)和心理资本(内在资源)对员工离职意愿的影响，并检验情绪调节的中介作用。通过为期近一个月的两阶段数据收集，230个服务员工完成了两个阶段的调查，共获得982份数据。通过HLM分析，再次验证了子研究一顾客侵犯对员工离职意愿的影响；不同的情绪调节策略对顾客侵犯与员工离职意愿的中介作用不同；心理资本对顾客侵犯与员工情绪调节策略选择间的调节效应显著。
针对实证研究一和二，提出顾客侵犯对员工离职意愿影响的应对措施。组织支持对员工来讲是外在资源，而心理资本是个体内在资源，实践中通过外在资源的加强和内在资源的开发，减缓或阻止顾客侵犯对员工离职意愿的影响。特别是心理资本是一个较活跃的变量，它最大的特点是“类状态”性，即可培养，可开发。因此，基于群体动力学理论构建团队层面的心理资本增值模型，是切实可行的。
It is showed that service industry gradually acquires a leading position in economicactivities according to the new trend of the development of the world service industry. Thevast majority of them are emotion-intensive and relationship-oriented. Due to theinvolvement of customers, the interaction between customers and employees becomenormal state. The customer is the source of enterprise economic benefits, soService-oriented organizations generally believe that the customer is always moreimportant, even God is the customers. However, the mantra “The customer is alwaysright,” communicates unequal power in the customer-employee relationship; and thispower discrepancy is a key component to identify the target for aggression. So, customeraggression becomes an important stressor on service employees. It will cause employeenegative attitudes and the counterproductive behavior, eventually led to the customers,employees and enterprises three lose situation. Based on the conservation of resourcestheory, the research explores what customer aggression effects employee’s attitude andbehaviors and how to alleviate the negative behavior of employees. Through the review onturnover, work pressure and other literature, we address these gaps: first, the research ofcustomer aggression is lack of a unified theoretical framework; second, there is lack ofresearch on the mechanism between customer aggression behavior and employee reactions;third, there is the lack of intervention to alleviate employees’ negative behaviors due tocustomer bad behavior.
According to the customer involvement behavior on employees of fragmented andthe lack of a unified theoretical framework, this study based on the conservation ofresources theory, analyzed the nature of service employees' emotional labor, combinedwith the dynamic relationship between customer behavior and employee reactionsbetween, integrated the job demands-resources model and affective event model. So, thisstudy put forward a customer aggression-employee reaction model. According to thismodel, customer aggrssion caused the work pressure. The service employee oftrn havetwo different paths to deal with the stress. One is emotion-drive path: customer aggerssionlead to employee emotional exhaustion and negative behavior; the other is judge-drive path: when the service employees encounter customer aggression, they regulate emotionactively to reduce resource consumption, prevent or alleviate the negative behaviors.
As to the question that what effect and how to alleviate employees’ negativebehaviors by customer aggression behaviors, this article gave empirical tests for theemployees' reaction to confirm the model through two sub-studies. The first studyexamined the impact of customers’ verbal aggression on employees’ turnover intentionand the mediating role of employees’ emotional exhaustion. Furthermore, we analyzed themoderating effect of a team climate for Perceived Organizational Support (POS) on therelationship between customers’ verbal aggression and employees’ emotional exhaustion.Interviews and questionnaires were employed to collect data from1,112employees from acall center in central China. Finally, the data were analyzed and the hypotheses were testedvia descriptive analysis and hierarchical linear modeling analysis using SPSS and HLM,respectively. The results show: first, customers’ verbal aggression significantly predictedemployees’ turnover intention; second, employees’ emotional exhaustion fully mediatedthe relationship between customers’ verbal aggression and employees’ turnover intention;third, the positive association of customers’ verbal aggression and employees’ emotionalexhaustion was weaker for teams that perceived higher levels of emotional POS, but notinstrumental POS.
The second empirical study examined several relationships pertaining to customeraggression, employee emotional labor strategies, turnover intention and the moderatingrole of Psychological Capital (PsyCap). Two hundred and thirty front-line workers of callcenters in south China completed a two-phase survey almost one-month period. Results ofhierarchical linear models revealed that employee turnover intention increased when anemployee encountered customer aggression; however, both surface acting and deep actingmediated this effect. Results also revealed that employees who possess higher levels ofPsyCap engage in more deep acting and less surface acting. Further, turnover intentionreduced when employees possessed high levels PsyCap.
According to the results of empirical study one and two, we put forward interventionsto reduce or eliminate effects of customer aggression on employee turnoverintention.Organizational support is the external resources, while the psychological capital is the internal resource. The employee turnover intention can slow down through thestrengthening of external resources and development of internal resources in practice.Especially the psychological capital is an active variable, and its greatest feature is the"state-like", that is, it can be cultivate and develop. Therefore, based on group dynamicstheory, team-level psychological capital appreciation model is feasible.
引文
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