臺灣博碩士論文加值系統

情緒勞務之概念，係由Hochschild (1979, 1983)所提出，並且將此定義為創造公眾可見之面部與肢體展示之情感管理。部份新近之研究業已探究觀光產業第一線員工之情緒勞務(e.g., Guerrier and Adib, 2003; Constanti and Gibbs, 2005)，並且亦已針對餐旅產業發展出專屬之餐旅產業情緒勞務量表(hospitality emotional labor scale, HELS) (Chu and Murrmann, 2006)。然而，吾人對於領隊人員情緒勞務之完整瞭解，迄今依然缺乏。本研究之目的，係在於增加吾人對於領隊人員情緒勞務之瞭解。本研究運用質性研究方法確認重要之議題與擷取重要之管理意涵。質性研究之結果指出，領隊人員之工作必須從事相當之情緒勞務。此外，情緒展示規則、情緒勞務策略，以及情緒勞務之前因與後果，亦於文中加以討論。本研究亦針對重要管理議題建立概念性架構，運用量化研究方法驗證重要變數之間之因果關係與調節效果。量化研究結果指出，情緒勞務引發領隊人員之工作倦怠，並且降低領隊人員之工作滿意度。此外，工作倦怠亦弱化領隊人員對於工作之滿意度。然而，角色認定可以緩衝情緒勞務對於工作倦怠與工作滿意度之關係。本研究亦提出相關之管理意涵與未來研究方向。

The concept of emotional labor was introduced by Hochschild (1979, 1983) and is defined as “the management of feeling to create a publicly observable fa-cial and bodily display.” Some recent studies have discovered the emotional la-bor of front-line service staff in the tourism context (e.g., Guerrier and Adib, 2003; Constanti and Gibbs, 2005) and have developed an exclusive hospitality emotional labor scale (HELS) for the hospitality industry (Chu and Murrmann, 2006). A thorough understanding about emotional labor of the tour leader, however, is still wanting. The purpose of this study is to add to what is known. Qualitative research approach was used to identify significant issues and draw out important managerial implications. Findings concluded that the job of tour leader requires the performance of significant emotional labor. Issues about emotional display rules, emotional labor strategies, antecedents, and conse-quences of emotional labor for the tour leader are discussed. Conceptual frame-work was also built in the light of critical managerial issues. Quantitative re-search approach was used to examine the casual relationships among important variables and moderating effects. Findings suggested that emotional labor in-duces job burnout and decreases job satisfaction for the tour leader. Furthermore, job burnout also reduces job satisfaction for the tour leader. However, role iden-tity can buffer the effects of emotional labor on the job burnout and job satisfac-tion. Managerial implications and future research directions are also provided in this study.

誌謝 I
中文摘要 II
英文摘要 III
目錄 IV
圖目錄 VIII
表目錄 IX
第一章 緒論 1
1.1 研究背景 1
1.2 研究動機 2
1.3 研究問題 4
1.4 研究目的 8
1.5 研究內容 8
1.6 研究流程 9
第二章 文獻回顧 11
2.1 情緒勞務 11
2.1.1 情緒勞務概念之萌芽 11
2.1.2 情緒勞務後續之研究與定義 11
2.1.3 情緒展示規則與情緒勞務 13
2.1.4 情緒勞務之理論主軸與衡量構面 14
2.1.5 情緒勞務之前因與後果 18
2.2 工作倦怠 20
2.2.1 工作倦怠之定義 20
2.2.2 工作倦怠研究之演進 21
2.2.3 工作倦怠之衡量 23
2.2.4 工作倦怠構面與其間之關係 24
2.2.5 工作倦怠發展模式 25
2.2.6 工作倦怠之前因與後果 26
2.3 工作滿意度 28
2.3.1 工作滿意度之相關理論 28
2.3.2 工作滿意度之相關變數 35
2.3.3 工作滿意度之測量 37
2.4 角色認定 40
2.4.1 角色理論 40
2.4.2 社會認定理論 41
2.4.3 角色認定之衡量 42
2.5 社會讚許 42
2.5.1 社會讚許之定義 43
2.5.2 社會讚許之衡量 43
2.5.3 社會讚許與共同方法變異 44
2.6 研究變數之間之理論連結 46
2.6.1 工作需求－控制模式 46
2.6.2 資源保存模式 49
2.6.3 工作需求－資源模式 50
第三章 質性研究 53
3.1 產業背景 53
3.2 研究方法與流程 54
3.2.1 領隊人員訪談 54
3.2.2 經理人訪談 55
3.2.3 參與式觀察 56
3.3 內容分析 56
3.4 研究結果 63
3.4.1 情緒勞務係為領隊重要之工作角色 64
3.4.2 目標人物 65
3.4.3 情緒展示規則 66
3.4.4 個體特性與情緒勞務 69
3.4.5 情境特性與情緒勞務 71
3.4.6 情緒互動 72
3.4.7 情緒勞務策略 73
3.4.8 情緒勞務之影響 74
3.4.9 其他發現：美學勞務 76
第四章 量化研究 78
4.1 研究架構 78
4.2 研究變數之操作性定義 80
4.3 研究假設 80
4.4 問卷設計 84
4.4.1 情緒勞務 85
4.4.2 工作倦怠 87
4.4.3 工作滿意度 88
4.4.4 角色認定 89
4.4.5 社會讚許 90
4.4.6 個人基本資料 91
4.5 樣本與資料收集 91
4.6 資料分析方法 91
4.7 問卷檢核與篩選 94
4.8 樣本特徵 95
4.9 研究變數之敘述性統計分析 96
4.10 驗證性因素分析 101
4.10.1 情緒勞務量表之驗證性因素分析 101
4.10.2 工作倦怠量表之驗證性因素分析 111
4.11 理論模式之驗證 118
4.12 調節效果之驗證 124
第五章 結論與建議 129
5.1 研究結論 129
5.2 管理意涵 131
5.3 研究限制 132
5.4 未來研究建議 133
參考文獻 135
附錄：研究問卷 152
博士候選人簡歷與研究著作 158

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