감정조절전략이 조직시민행동에 미치는 차별적 효과: 직무소진의 매개효과를 중심으로

The purpose of this study is to examine whether emotional regulation strategy(surface acting, deep acting) have a differential effect on employee’s burnout andorganizational citizenship behavior and to investigate the mediating effects of burnoutin the relationship between emotional regulation strategy and organizational citizenshipbehavior. To empirically test these relationships, data were collected from 470 respondentswho interacted with customers in the service sector. In particular, we examinedtwo aspects of burnout: emotional exhaustion and depersonalization. To test thehypotheses, a series of hierarchical regressions were used. Findings are as follows. First, surface acting increases burnout whereas deepacting decreases burnout. Also, it was confirmed that surface acting decreasesorganizational citizenship behavior, whereas deep acting increases organizationalcitizenship behavior. Second, the mediating effect of burnout in the relationshipbetween emotional labor (surface acting, deep acting) and organizational citizenshipbehavior has been supported, although only through depersonalization aspect ofburnout. While surface acting increased depersonalization, resulting in reducedorganizational citizenship behavior, deep acting decreased depersonalization whichresulted in increased organizational citizenship behavior. Contrary to prior study,the effect of emotional exhaustion on organizational citizenship behavior did notshow statistically significant result. Managerial implications and limitations are presented in the discussion.