Study On The Middle-level Managers’ Work Performance Based On The Theory Of Emotional Labor

With the further development of the market economy, enterprises face increasinglysevere competition environment. To survive in the fierce environment and realize theenterprises’ rapid, healthy and sustainable development, one key task is to encourageemployees to do thier work according to the requirement of the enterprise, at the same timegive full play to the subjective initiative.This is not only beneficial to the enterpriseperformance, but also advantageous to the relization of the enterprises’ goal. Due to thecompetition within and between the enterprises, the relaitionship phenomenon betweenenterprise employees’ emotional labor and work performance is becoming more and moresignificant. Middle-level managers are both business leaders and practitioners, are thebackbone of the management and execution. According to the research for enterprisesmanagers in diffrent levels, the enterprises middle-level managers’ working pressure ishigher than the top managers’ and the first-line managers’, so how to guide the middle-levelmanagers choose the right emotional labor strategies and give full play to their role in theenterprise management and innovation is significant for the performance and long-termdevelopment of the enterprises.The study first review and summarize literature on emitional labor and workperformance. Based on this, dimensions of emitional labor and work performance arecollected. On the basis of literature research, the influential model between middle-levelmanagers’ emotional labor and work performance is built and theoretical assumptions areproposed. The study uses a questionnaire survey to collect relevant data, which is collatedby SPSS19.0and AMOS17.0. And previous assumptions are verified and initial model ismodified. Through the analysis of the research, the study obtained the following conclusions:(1) The middle-level managers’ emotional labor has significant differences because of thepersonal property (including gender, age, education, length of service, unit properties);(2)The middle-level managers’ work performance has significant differences because of thepersonal property (including gender, age, education, length of service, the nature of the unit);(3) The middle-level managers’ overall emotional labor has an impact on their workperformance. And emotional labor’s (surface play, deep play and natural play) threedimensions has different impact on work performance’s four dimensions(task performance,contextual performance, learning performance and innovation performance).At last, according to the results of the study, put forward corresponding countermeasures andsuggestions respectively on the enterprise and the middle-level managers themselves.