{"title":"情绪劳动:组织非人性化的作用。","authors":"Nathan Nguyen, Théo Besson, Florence Stinglhamber","doi":"10.1037/ocp0000289","DOIUrl":null,"url":null,"abstract":"<p><p>In a permanent quest for profit, employees can be reduced to a mere function or instrument, dissociated from their quality as individuals for the organization's ends. Experiencing such a feeling as an employee has been called organizational dehumanization. Scholars have recently suggested that organizational dehumanization may play a key role in the development of emotional labor. However, how organizational dehumanization and two main emotional labor strategies (i.e., surface and deep acting) are <i>causally</i> related remains unclear in this literature. In the present research, we argue that employees who experience organizational dehumanization and whose self is thus threatened then engage in surface acting to \"conserve\" their self or in deep acting to \"give up\" their self in service of the role. Overall, the combined results of three studies offer strong evidence that organizational dehumanization leads employees to perform more surface acting, but not more deep acting. Unexpectedly, our findings also indicate that deep acting reduces the perception of being dehumanized by the organization. In showing this, the present research sheds light on the potential dark side of deep acting, by suggesting that this strategy can change employees' perspectives in a way that may encourage them to stay in an organization that treats them as a means to an end. (PsycInfo Database Record (c) 2022 APA, all rights reserved).</p>","PeriodicalId":5,"journal":{"name":"ACS Applied Materials & Interfaces","volume":" ","pages":"179-194"},"PeriodicalIF":8.3000,"publicationDate":"2022-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"13","resultStr":"{\"title\":\"Emotional labor: The role of organizational dehumanization.\",\"authors\":\"Nathan Nguyen, Théo Besson, Florence Stinglhamber\",\"doi\":\"10.1037/ocp0000289\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p><p>In a permanent quest for profit, employees can be reduced to a mere function or instrument, dissociated from their quality as individuals for the organization's ends. Experiencing such a feeling as an employee has been called organizational dehumanization. Scholars have recently suggested that organizational dehumanization may play a key role in the development of emotional labor. However, how organizational dehumanization and two main emotional labor strategies (i.e., surface and deep acting) are <i>causally</i> related remains unclear in this literature. In the present research, we argue that employees who experience organizational dehumanization and whose self is thus threatened then engage in surface acting to \\\"conserve\\\" their self or in deep acting to \\\"give up\\\" their self in service of the role. Overall, the combined results of three studies offer strong evidence that organizational dehumanization leads employees to perform more surface acting, but not more deep acting. Unexpectedly, our findings also indicate that deep acting reduces the perception of being dehumanized by the organization. In showing this, the present research sheds light on the potential dark side of deep acting, by suggesting that this strategy can change employees' perspectives in a way that may encourage them to stay in an organization that treats them as a means to an end. (PsycInfo Database Record (c) 2022 APA, all rights reserved).</p>\",\"PeriodicalId\":5,\"journal\":{\"name\":\"ACS Applied Materials & Interfaces\",\"volume\":\" \",\"pages\":\"179-194\"},\"PeriodicalIF\":8.3000,\"publicationDate\":\"2022-04-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"13\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"ACS Applied Materials & Interfaces\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://doi.org/10.1037/ocp0000289\",\"RegionNum\":2,\"RegionCategory\":\"材料科学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"2021/7/29 0:00:00\",\"PubModel\":\"Epub\",\"JCR\":\"Q1\",\"JCRName\":\"MATERIALS SCIENCE, MULTIDISCIPLINARY\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"ACS Applied Materials & Interfaces","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1037/ocp0000289","RegionNum":2,"RegionCategory":"材料科学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"2021/7/29 0:00:00","PubModel":"Epub","JCR":"Q1","JCRName":"MATERIALS SCIENCE, MULTIDISCIPLINARY","Score":null,"Total":0}
引用次数: 13
摘要
在对利润的永久追求中,员工可能会被贬低为一种纯粹的功能或工具,与他们作为组织目标的个人的素质脱节。作为一名员工,经历这样的感觉被称为组织的非人性化。学者们最近提出,组织非人性化可能在情绪劳动的发展中起着关键作用。然而,组织非人化与两种主要情绪劳动策略(即表层行为和深层行为)之间的因果关系尚不清楚。在本研究中,我们认为经历组织非人化并因此受到自我威胁的员工会采取表面行为来“保护”他们的自我,或采取深层行为来“放弃”他们的自我以服务于角色。总的来说,三个研究的综合结果提供了强有力的证据,即组织的非人性化导致员工进行更多的表面行为,而不是更深入的行为。出乎意料的是,我们的研究结果还表明,深度表演减少了被组织非人化的感觉。为了证明这一点,目前的研究揭示了深层行为潜在的阴暗面,表明这种策略可以改变员工的观点,从而鼓励他们留在一个将他们视为实现目标的手段的组织中。(PsycInfo Database Record (c) 2022 APA,版权所有)。
Emotional labor: The role of organizational dehumanization.
In a permanent quest for profit, employees can be reduced to a mere function or instrument, dissociated from their quality as individuals for the organization's ends. Experiencing such a feeling as an employee has been called organizational dehumanization. Scholars have recently suggested that organizational dehumanization may play a key role in the development of emotional labor. However, how organizational dehumanization and two main emotional labor strategies (i.e., surface and deep acting) are causally related remains unclear in this literature. In the present research, we argue that employees who experience organizational dehumanization and whose self is thus threatened then engage in surface acting to "conserve" their self or in deep acting to "give up" their self in service of the role. Overall, the combined results of three studies offer strong evidence that organizational dehumanization leads employees to perform more surface acting, but not more deep acting. Unexpectedly, our findings also indicate that deep acting reduces the perception of being dehumanized by the organization. In showing this, the present research sheds light on the potential dark side of deep acting, by suggesting that this strategy can change employees' perspectives in a way that may encourage them to stay in an organization that treats them as a means to an end. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
期刊介绍:
ACS Applied Materials & Interfaces is a leading interdisciplinary journal that brings together chemists, engineers, physicists, and biologists to explore the development and utilization of newly-discovered materials and interfacial processes for specific applications. Our journal has experienced remarkable growth since its establishment in 2009, both in terms of the number of articles published and the impact of the research showcased. We are proud to foster a truly global community, with the majority of published articles originating from outside the United States, reflecting the rapid growth of applied research worldwide.