감정조절전략이 조직시민행동에 미치는 차별적 효과: 직무소진의 매개효과를 중심으로

초록

The purpose of this study is to examine whether emotional regulation strategy (surface acting, deep acting) have a differential effect on employee’s burnout and organizational citizenship behavior and to investigate the mediating effects of burnout in the relationship between emotional regulation strategy and organizational citizenship behavior. To empirically test these relationships, data were collected from 470 respondents who interacted with customers in the service sector. In particular, we examined two aspects of burnout: emotional exhaustion and depersonalization. To test the hypotheses, a series of hierarchical regressions were used. Findings are as follows. First, surface acting increases burnout whereas deep acting decreases burnout. Also, it was confirmed that surface acting decreases organizational citizenship behavior, whereas deep acting increases organizational citizenship behavior. Second, the mediating effect of burnout in the relationship between emotional labor (surface acting, deep acting) and organizational citizenship behavior has been supported, although only through depersonalization aspect of burnout. While surface acting increased depersonalization, resulting in reduced organizational citizenship behavior, deep acting decreased depersonalization which resulted in increased organizational citizenship behavior. Contrary to prior study, the effect of emotional exhaustion on organizational citizenship behavior did not show statistically significant result. Managerial implications and limitations are presented in the discussion.

키워드