文献类型：期刊文献

中文题名：工作生活质量何以影响员工绩效?——基于旅游业一线员工的调查

英文题名：How does Quality of Work Life Influence Employee Performance?Research on Frontline Employees in the Tourism Industry

作者：田雅琳[1,2]

第一作者：田雅琳

机构：[1]北京联合大学旅游学院;[2]北京师范大学经济与工商管理学院

第一机构：北京联合大学旅游学院

年份：2016

卷号：31

期号：1

起止页码：92-101

中文期刊名：旅游学刊

外文期刊名：Tourism Tribune

收录：CSTPCD;;国家哲学社会科学学术期刊数据库;北大核心:【北大核心2014】；社科基金资助期刊;CSSCI:【CSSCI2014_2016】；

基金：北京联合大学北京学研究所基金"北京老字号餐饮企业历史流变与传承发展"(BJXJD-KT2015-YB07);全国教育科学"十二五"规划2011年度教育部重点课题"世界城市建设背景下旅游类高职学生核心能力培养研究"(DJA110290)项目共同资助~~

语种：中文

中文关键词：工作生活质量;工作绩效;敬业度;成就目标定向

外文关键词：quality of work life; employees＇ performance; work engagement; goal orientation

摘要：该研究从任务绩效和顾客导向的组织公民行为两个视角探讨工作生活质量对员工绩效的影响机制。采用成熟量表对旅游业一线从业员工进行了调查,利用主管-员工的622份配对样本进行了实证检验。结果显示,旅游业一线员工的工作生活质量对于其工作的任务绩效和顾客导向的组织公民行为均有显著的正向影响,并且在对顾客导向的组织公民行为的影响作用过程中,敬业度起到了部分中介作用。此外,在工作生活质量对员工敬业度的影响中,员工的学习目标定向起到了调节作用。高学习目标定向的员工,工作生活质量正向影响其敬业度。而低学习目标定向的员工恰恰相反,其工作生活质量负向影响敬业度。最终,结合实证分析结果,阐释了其对于旅游业管理的意义并给出了实践建议。
As the world economy accelerates the pace of structural adjustment, economic globalization has caused the global industrial structure to shift from manufacturing to services. Thus, the role of the service industry worldwide is growing significantly. In recent years, the service industry has rapidly developed in China, improving its competitiveness, quality, and revenue, thus achieving the standard aims of all businesses.As a concept, quality of work life（the evaluation of employees＇ psychological and physical feelings at work） is gaining significant recognition. In addition to adequate pay and security, employees also seek respect in their employment. More broadly, quality of work life means the sum of tangible and intangible values during an employee＇s career. The concept includes all aspects of work including skill discretion, task control, work and time pressure, job insecurity, supervisor and coworker support,and employee satisfaction and motivation. Quality of work life is a key HR definition in the workplace,and an important indicator of harmony among labor relations, a factor that can improve both employee and organization performance.Thus, how do we improve the performance of high- touch employees to increase a business＇ s competitiveness, while also satisfying frontline employees＇ demand for quality of work life？ In particular, it is important for high- touch employees to understand the internal mechanisms and path dependency influenced by their quality of work life. The purpose of this research is to explore a conceptual model and mechanism where quality of work life impacts on employee performance.We discuss the influence of quality of work life on employee performance and its mechanism regarding task performance and customer-oriented organizational citizenship behavior. Using a matched pair sample of 622 frontline employees and their supervisors in the tourism industry, we examine the relationship between quality of work life and employee performance. The results show that quality of work life positively relates to employee performance. Additionally, work engagement partly mediates the relationship, and mastery orientation moderates the relationship between quality of work life and work engagement. A higher level of mastery orientation positively moderates the relationship between quality of work life and employee performance. Such employees have a desire to learn and engage in complex jobs. They also feel they have a high quality of work life, put in greater effort to meet challenges, and enhance their work engagement. In contrast, lower levels of mastery orientation negatively moderate the relationship. These employees feel they experience a low quality of work life,but they present higher levels of work engagement. This likely occurs because employees with lower levels of mastery orientation have no interest in acquiring new knowledge and skills, and they feel a higher quality of work life when they feel that their job is easy and with little stress. They transfer their energy outside of work and express lower engagement to their job. However, when they feel lower quality of work, which entails low task control, high work pressure, and high job insecurity, lower-level mastery-orientation employees will put more effort into their jobs to protect their vested interests. That is, they show higher levels of engagement. To conclude, a number of recommendations are made to improve tourism managerial practices.