서비스 종업원의 사회자본이 개인-환경 적합성과 감정노동에 미치는 영향 : 직무복잡성의 조절효과

초록

Establishing a service organization’s relationship with customers is built by the exchange and fulfillment of promises to the service. Service organizations make realistic and fulfillable promises to their customers, and service employees perform the promised services. To this end, the service organization carries out marketing activities in three aspects: external marketing, internal marketing, and interactive marketing. Moreover, the marketing experience from the customer’s point of view is conducted with interactive marketing as the core. Interactive marketing occurs at the moment of truth between the service employee and the customer and is either upheld or broken by the service employee. For this reason, service employees become a key factor in determining the competitiveness of a service organization, and managing service employees becomes an important factor in improving the competitiveness and performance of a service organization. Through previous studies on service employees, the following points about service employee management can be confirmed. First, the job of service employees affects various personal aspects, including emotional aspects, because they perform emotional labor to deal with customers. Therefore, service organizations are required to manage emotional labor of service employees. Second, previous studies suggest that the core of job roles for service employees is a relational factor. Since service employees play the role of a boundary spanner that connects the service organization and customers relationally, forming positive relationships with service employees from both internal and external aspects of the organization can be an important way to manage emotional labor. Third, it is confirmed that the emotional labor of service employees is affected by various factors, but the factors suggested in previous studies are still limited. Based on the limitations of previous studies, this study tried to proceed with some discussions to manage emotional labor, which is a typical job characteristic of service employees. First of all, this study presented social capital reflecting the positive interpersonal relationship of service employees as an antecedent factor in managing emotional labor. Furthermore, the social capital of service employees is divided into internal and external social capital to examine the influence on emotional labor. Next, this study tried to examine the cognitive process in which social capital factors affect the emotional labor of service employees. For this purpose, this study tried to examine the influence of service employees’ internal social capital on emotional labor through person-organization fit and service employees’ external social capital on emotional labor through person-job fit. Finally, the role of job complexity in the process of the influence of service employees’ social capital on emotional labor was investigated in this study. In this study, a survey was conducted on service employees working in the retail banking industry, and 330 data were used for analysis. As a result of analysis based on the research model proposed in this study, internal social capital improved person-organization fit, and external social capital increased person-job fit. In addition, person-organization fit and person-job fit had a positive effect on deep acting, one of the emotional labor types. Meanwhile, the moderating effect of job complexity was not found between internal social capital and person-organization fit, but there was a moderating effect of job complexity between external social capital and person-job fit. Specifically, it was confirmed that job complexity increases the influence of external social capital on person-job fit.

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