| 其他摘要 | There are many interactions between organizations and employees, among which psychological contract is one of the most important. The so-called psychological contract of employees refers to the responsibilities that employees should assume between each other, including the responsibilities that organizations should assume and employees should assume. When the organization fails to fulfill its due responsibilities in terms of quality and quantity, employees believe that their actual resources are not in line with expectations, and a series of emotional reactions are generated, that is, psychological contract violation. Compared with economic contract, psychological contract is characterized by ambiguity and implication, but it is also a determinant of employees' attitudes and behaviors towards the organization, and is one of the hot topics in the field of modern human resource management and organizational behavior.This study aims to study the impact of psychological contract violation on employees' emotional labor strategies. Firstly, based on psychological contract theory and pressure theory, it discusses and discusses the impact of psychological contract violation on job insecurity, psychological contract violation on emotional labor, and the impact of job insecurity on emotional labor. Further, this study discusses the mediating effect of job insecurity on psychological contract violation and emotional labor relations, and discusses the mediating effect of job insecurity on psychological contract violation and emotional labor relations based on the moderating effect of the big five personality.Through a questionnaire survey and analysis of 280 employees of new energy manufacturing enterprises, the research results show that :(1) psychological contract violation positive prediction job insecurity; (2) the breach of psychological contract can positively predict surface acting, but the relationship with deep acting is not significant. (3) job insecurity positively predicts surface acting and negatively predicts deep acting, indicating that job insecurity is a predictor of emotional labor; (4) job insecurity completely mediates psychological contract violation and deep acting, and some mediates psychological contract violation and surface acting; (5) age, working years and surface acting have significant negative correlation, indicating that the older the employees are, the longer the working years are, the more willing they are to express "true" emotions; (6) neuroticism plays a role in regulating job insecurity and surface acting, which indicates that employees with high neuroticism are more likely to produce surface acting when they have job insecurity than those with low neuroticism. Based on the above research conclusions, this paper provides certain theoretical basis for staff management in the new energy automobile industry, and puts forward optimization strategies for staff management in this industry. |
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