人力资源服务企业的情绪劳动困境与管理对策——以H公司为例

Emotional Labor in Human Resource Service Enterprises: Dilemmas and Management Strategies—A Case Study of H Company

摘要: 目的：调查H人力资源服务公司情绪劳动现状及管理困境，研究人力资源从业人员及人力资源管理专业学生对不同情绪劳动管理策略的接受程度，为企业改善情绪劳动管理、提升员工心理健康与服务绩效提供参考和建议。方法：以H人力资源服务公司为例，结合资源保护理论和情绪调节理论，采用半结构化访谈和问卷调查相结合的方式进行调查研究，访谈对象为企业管理层，了解企业情绪劳动管理状况；问卷调查对象为公司员工、行业从业者及人力资源管理专业学生，共收集有效问卷129份，运用SPSS 26.0进行信效度检验与统计。结果：(1) H公司初步认识到情绪劳动的重要性，但整体情绪管理系统不够完善，主要靠员工自评和上级评价，缺乏系统化管理，(2) 企业需求收集和沟通渠道建设不足，情绪劳动管理策略与员工需求存在脱节。(3) 当前企业组织支持措施更多停留在团建、福利活动层面，难以从根源上缓解员工情绪压力。(4) 问卷结果显示，受访者对三类管理策略均表示较高的认可度，组织支持策略最高，且性别员工的策略偏好存在差异。结论：人力资源服务企业应该健全情绪劳动管理机制，从情绪管理机制建设、员工参与、组织支持三方面进行管理优化。通过建立科学的情绪管理制度，畅通员工沟通渠道以及提供多方面的组织支持，能够减轻员工的情绪劳动负担，促进员工心理健康与企业服务绩效。

Abstract: Objective: To investigate the current status of emotional labor and management dilemmas in H Human Resources Service Company, examine the acceptance of different emotional labor management strategies among human resources practitioners and students majoring in human resource management, and provide references and suggestions for enterprises to improve emotional labor management, enhance employees’ mental health and service performance Methods: Taking H Human Resources Service Company as an example, this study integrates Conservation of Resources Theory and Emotional Regulation Theory, and adopts a combined approach of semi-structured interviews and questionnaire surveys. Enterprise management personnel were interviewed to understand the status of emotional labor management in the company. Questionnaire respondents included company employees, industry practitioners and human resource management students, with a total of 129 valid questionnaires collected. SPSS 26.0 was used for reliability and validity tests and statistical analysis. Results: (1) Company H has initially recognized the importance of emotional labor, but its overall emotional management system is inadequate. Emotional labor is mainly evaluated through employee self-assessment and superior appraisal, lacking systematic management. (2) The enterprise is insufficient in collecting employee needs and building communication channels, resulting in a mismatch between emotional labor management strategies and actual employee demands. (3) Current organizational support measures mostly remain at the level of team-building and welfare activities, which can hardly alleviate employees’ emotional pressure at the root. (4) Questionnaire results show that respondents expressed relatively high recognition of all three types of management strategies, with organizational support strategies being the most highly accepted. Gender differences were also observed in employees’ preference for different strategies. Conclusion: Human resources service enterprises should improve their emotional labor management mechanisms and optimize management in three aspects: the construction of emotional management systems, employee participation, and organizational support. By establishing scientific emotional management systems, unblocking employee communication channels, and providing comprehensive organizational support, enterprises can reduce employees’ emotional labor burden and promote both employees’ mental health and corporate service performance.