직장 내 정서 경험에 따른 감정노동 프로세스 모델 구축에 관한 연구 = 근거이론을 중심으로

국문 초록 (Abstract)

본 연구는 정서적 사건 이론을 바탕으로 감정노동맥락에서 직장 내 정서 경험에 영향을 미치는 사건 및 환경관련 요인은 무엇이며, 정서 경험으로 인해 야기될 수 있는 상호작용 및 결과 측면의 요인들은 무엇인가에 탐색하였다. 또한 이들 과정에 있어 정서반응 결과인 상호작용 및 결과 측면을 촉진 혹은 완화할 수 있는 요인들은 무엇이 있는지 살펴보고자 하였다.
연구 방법은 질적 연구의 근거 이론 접근 방식을 취하였으며, 실제 현장에서 감정 노동을 수행하고 있는 12명의 근로자를 대상으로 반 구조화된 심층 인터뷰를 실시하였고, 이들 참가자들의 인터뷰는 근거 이론의 프레임웍에 기반하여 분석을 실시하였다.
분석 결과, 근로자의 성취감, 고객의 친사회적 행동, 조직 내 칭찬 및 인정이 근로자들의 긍정 감정을 유발하는 것으로 확인되었다. 고객의 인권침해 행동, 관리자의 관계관리 능력 부족과 같은 요인들이 부정 정서를 유발하는 것으로 확인되었다. 부정정서, 긍정정서에 영향을 미치는 맥락적 특성은 직무특성, 고객만족 중시 문화, 직업에 대한 사회적 인식 등과 같은 요인이 확인되었다. 상호작용은 내면행위, 표면행위, 감정일탈, 고객회피, 자발적 내면행위 등이 나타났고, 결과 요인으로는 심리적 웰빙, 고객지향적 행동, 조직 건설적 행동 및 일탈행동 등이 확인되었다. 정서 경험으로 인해 야기되는 상호작용 및 결과 관계를 촉진, 완화하는 요인은 개인측면과 조직측면으로 나뉘었다. 개인 측면의 경우, 경력, 경험, 성격과 같은 개인특성과, 소속감, 일과 삶의 조화와 같은 심리적 특성 및 감성지능역량이 확인되었다. 조직측면으로는 조직학습, 도구적 지원, 정서적 지원과 인권보호장치 등이 중재적 조건으로 확인되었다.
이와 같은 근거 이론에 입각한 분석 과정 및 결과는 감정노동 프로세스에 대한구체적인 이해를 가능하게 하고, 현장에서 근로자들의 실제 경험을 반영함으로써 실질적인 실무적 시사점을 제공한다.

다국어 초록 (Multilingual Abstract)

This study investigated the affective experience of employees in the service oriented workplace based on the Affective Events Theory. In particular, this study aimed to explore the conditions which cause positive and negative affective experiences in the workplace and the intervening conditions (moderating conditions) which either alleviate or aggravate the affective experiences within the workplace. To explore the process aspects of emotional labor, we adopted a grounded theory approach. One of the researchers conducted a semi-structured in-depth interview with 12 employees who are working in the service oriented industry which requires extensive emotional labor. The interviews with participants were analyzed according to the framework of grounded theory (causal conditions, contextual conditions, phenomena, action/interaction, intervening conditions, consequences).
The analysis of the interviews showed that personal accomplishment, customer’s expression of positive emotion, pro-social behavior of customers, compliments from one’s boss or colleague, and acknowledgement and compensation triggered positive emotion for employees. On the other hand, physical and mental fatigue, humiliating experience from the interaction with customers, the lack of company’s support policy, and the lack of immediate manager’s relational ability triggered negative emotion for employees.
Intervening conditions that mediate the relationship between affective experience and organizational and individual outcome could be roughly divided into an individual dimension and an organizational dimension. Personal characteristics, such as enthusiasm for one’s career, work and life balance, job identification, self-efficacy, and emotional intelligence were identified as the intervening conditions in the individual dimension. In the case of the organizational dimension, emotional support within the workplace, such as sense of belongingness, empowerment, support from one’s boss and colleague, as well as instrumental support, such as employee welfare system, employment security, recruitment and compensation system, were identified as intervening conditions. In addition, organizational atmosphere that encourages organizational learning, such as sharing of experiences, provision of opportunities for learning, and feedback, were related to emotional labor, which have not been frequently covered in previous studies. Finally, organizational justice factors, such as interactional justice, procedural justice, and distributional justice, were classified as intervening conditions in the organizational dimension.
The analytical processes and findings of this study, based on grounded theory, present a detailed understanding the emotional labor process, and provide more substantive workinglevel implications by reflecting on the actual experience employees.
A brief explanation of several implications is as follows. First of all, organization managers should understand the source of affective experience that trigger positive emotions and negative emotions of employees, so as to maintain the positive sentiment of employees. Second, although customer satisfaction is important, organizations should also provide companywide politices to protect employees who are engaged in extensive emotional labor. Third, compliments, understanding, and consideration extended by the boss not only induce positive emotion of employees, but also alleviate the negative effect of emotion on various outcomes within organization.
To sum up, we conclude that the study of emotional labor process in organizational settings has provided new and important insights into the way in which people in organizations behave. We offer advice for managers to enable them to develop and to maintain a positive emotional climate in their organizations.

목차 (Table of Contents)

• Ⅰ. 서론
• Ⅱ. 이론적 배경
• Ⅲ. 연구방법
• Ⅳ. 연구 결과
• Ⅴ. 논의
• 참고문헌
• Abstract