A test of basic assumptions of Affective Events Theory (AET) in call centre work
A test of basic assumptions of Affective Events Theory (AET) in call centre work
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DOI：
10.1111/j.1467-8551.2006.00489.x
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发表时间：
2006-08
影响因子：
5.6
通讯作者：
J. Wegge;R. Dick;G. Fisher;M. West;J. Dawson
中科院分区：
文献类型：
--
作者：
J. Wegge;R. Dick;G. Fisher;M. West;J. Dawson
基于在英国85个呼叫中心工作的2091名呼叫中心代表的数据，对情感事件理论(AET)的核心假设进行了检验。AET预测，工作的特定特征(例如自主性)会影响工作中情绪和情绪的唤起，而这反过来又共同决定员工的工作满意度。AET进一步提出，工作满意度是一种评估性判断，主要解释基于认知的行为，而情绪和情绪更好地预测基于情感的行为。研究结果支持这些假设。明确区分关键因素(工作满意度、积极情绪和负面情绪)是可能的。此外，在控制性别、年龄、呼叫中心类型(内部呼叫中心与外包呼叫中心)和呼叫中心规模的情况下，若干工作特征(例如主管支持)与工作满意度之间的相关性在一定程度上受到工作情绪的影响。关于满意度和情感后果的预测部分得到了证实，因为持续承诺与工作满意度的关系比与积极情绪的关系更强。此外，情感承诺和健康抱怨与情绪和工作满意度的相关程度相同。因此，AET是一个卓有成效的框架，用于解释为什么以及如何使用特定的管理策略来设计工作特征，从而影响员工的重要组织态度和幸福感。
Based on data from 2091 call centre representatives working in 85 call centres in the UK, central assumptions of affective events theory (AET) are tested. AET predicts that specific features of work (e.g. autonomy) have an impact on the arousal of emotions and moods at work that, in turn, co-determine job satisfaction of employees. AET further proposes that job satisfaction is an evaluative judgement that mainly explains cognitive-based behaviour, whereas emotions and moods better predict affective-based behaviour. The results support these assumptions. A clear separation of key constructs (job satisfaction, positive and negative emotions) was possible. Moreover, correlations between several work features (e.g. supervisory support) and job satisfaction were, in part, mediated by work emotions, even when controlling for gender, age, call centre type (in-house versus outsourced centres) and call centre size. Predictions regarding consequences of satisfaction and affect were partly corroborated as continuance commitment was more strongly related to job satisfaction than to positive emotions. In addition, affective commitment and health complaints were related to both emotions and job satisfaction to the same extent. Thus, AET is a fruitful framework for explaining why and how specific management strategies used for designing work features influence important organizational attitudes and well-being of employees.