유통산업 상하위직 종사자들 간의 감정흐름에 관한 연구

초록

The purpose of this study is to investigate the emotional flow from managers to frontline staffs in the retail industry. This study examines managers' emotional labor, emotional exhaustion, job satisfaction, and frontline staffs' emotional exhaustion, job satisfaction, and job performance. 233 managers and 239 frontline staffs in the retail industry in Korea were surveyed. The results from structural equation model analyses can be summarized as follow:Job performance of frontline staffs is positively affected by their job satisfaction, and their job satisfactions and emotional exhaustion are affected by managers' emotional labor and job satisfaction. Managers' emotional labor has a negative impact on their emotional exhaustion. Therefore, frontline staffs' emotional problems should be approached from a broad perspective including their emotional interactions with their managers. Academic contribution, managerial implications, limitations, and future research directions are also discussed. Purpose of Study The related literature paid attention to the concepts, measurement items, and effects of frontline staffs' emotional labor up to the year of 2005. Since then, the focus of this stream of research has expanded into managers' emotional labor. However, little research has been conducted to understand emotional flow between managers and frontline staffs. According to Barger and Grandey(2006), the effects of emotion is contagious. This study is the first effort to introduce an integrated framework including managers and frontline staffs in order to understand the emotional flow between the two levels of employees and its effects. Hypotheses Development Based on extensive review of the literature on emotional labor, emotional exhaustion, job performance, job satisfaction and organization behavior, this study proposes the following 10hypotheses:∙ H1: Managers' emotional labor (EL) is likely to have a positive influence toward their emotional exhaustion (EE). ∙ H2: Managers' emotional labor (EL) is likely to have a negative influence toward their job satisfaction (JS). ∙ H3: Managers' emotional exhaustion (ES) is likely to have a negative influence toward their job satisfaction (JS). ∙ H4: Managers' emotional exhaustion (EE) is likely to have a positive influence toward frontline staffs' emotional exhaustion（EE). ∙ H5: Managers' emotional exhaustion (EE) is likely to have a negative influence toward frontline staffs' job satisfaction (JS). ∙ H6: Frontline staffs' emotional exhaustion (EE) is likely to have a negative influence toward their job satisfaction (JS). ∙ H7: Frontline staffs' emotional exhaustion (EE) is likely to have a negative influence toward their job performance (JP). ∙ H8: Managers' job satisfaction (JS) is likely to have a negative influence toward frontline staffs' emotional exhaustion (EE). ∙ H9: Managers' job satisfaction (JS) is likely to have a positive influence toward frontline staffs' job satisfaction (JS). ∙ H10: Frontline staffs's job satisfaction (JS) is likely to have a positive influence toward their job performance (JP). The research model is summarized in Figure 1. Sample and Data Collection Data for this study was collected from retail managers and frontline staffs through a self-administered survey. A total of 233 questionnaire from managers and 239 from frontline staffs remained after removing those with incomplete responses. The demographic characteristics of the subjects are summarized in Table 1. Measurement Items All constructs in this study were assessed using items from established scales. Major constructs and the corresponding key references for the measurement item development are summarized in Table 2. Reliability and Validity As shown in Table 3 and 4, all items met the requirements for the reliability and validity tests. Results The hypothesis test results are summarized in Table 5. Conclusions This study finds that frontline staffs' job performance is negatively affected by their job satisfaction, and their job satisfaction is negatively affected by their emotional exhaustion. Frontline staffs' emotional exhaustion and job satisfaction are positively affected by managers' emotional exhaustion and job satisfaction, respectively. Managers' job satisfaction is negatively affected by their emotional exhaustion, and their emotional exhaustion is positively affected by their emotional labor. The findings highlight the importance of understanding emotional flow among the employees and its impact. Overall, this study expands our understanding of employees' emotion by introducing an integrated framework including the effects of emotional flow between the two levels of employees.

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