How to systematically manage employee emotions

With the in-depth development of the market economy, we have gradually moved towards the era of knowledge economy. The most significant feature of this era is the transformation from a product economy to a service-oriented economy. At this time, the emotional characteristics of organizations and employees have become an influence An important factor in organizational performance, the importance of emotion management is self-evident. So how do organizations manage emotions? We believe that this is a systematic management work, which involves employee selection, training, compensation, incentives, corporate culture construction and many other aspects. It requires full cooperation with the above-mentioned systematic management to make the mood Management plays its due role to achieve corporate goals. Below we will briefly discuss this systematic management process respectively.

1. Employee Selection and Emotional Management

Emotional management can be viewed from two perspectives: First, from the employee’s perspective, this is the content of emotional intelligence, which refers to individual success. The personality psychological characteristics of completing emotional activities effectively are the ability of individuals to perceive and experience, express and evaluate, and regulate and control various emotional information (including positive emotions and negative emotions) of themselves and others; the other is from an organizational perspective, referring to Emotional work is the necessary psychological adjustment processing for employees in order to express the emotions expected by the organization. These two aspects are also the basis for our discussion of emotion management.

In the employee selection process, only by matching emotional intelligence and emotional work can we achieve better results in emotional management. This requires that employees' emotional requirements be fully considered in job analysis and evaluation and reflected in job descriptions. It is also necessary to further design emotional work and emotional intelligence test tools that are more suitable for the organization and apply them in the personnel selection process. Currently, many scales have been designed to measure emotional work and emotional intelligence, which also facilitate our emotional management work. When the measurement of emotional work corresponds to the measurement of emotional intelligence, a good match between the two will be achieved and work performance will be improved.

2. Employee training and emotional management

Training also plays an important role in employee emotional management. Because in the study of individual emotional intelligence of employees, psychologist Goleman's research found that individual emotional awareness and management abilities are not determined by innate genetics like IQ, but are acquired to a large extent through acquired learning and development. of. The abilities that employees need to be competent in high-quality emotional work include interpersonal communication, emotional awareness, emotional management and expression, and conflict management. Therefore, through systematic development and training, employees' emotional work skills can be effectively improved. As for specific approaches to training and development, previous research has shown that situational simulation and role-playing are the most effective in improving emotion work skills, and they are also the most widely used development methods in practice.

At the same time, organizations must also be good at resolving employees' negative emotions and turning them into controllable positive factors that can stabilize the development of the company, thereby improving employees' work efficiency and enthusiasm. For example, by setting up psychological counselors, psychological vent rooms, etc., we can establish a counseling mechanism to provide emotional counseling to employees through multiple channels and channels, cultivate and shape modern employees with high emotional intelligence, and promote organizational services to a higher level.

3. Salary Design and Emotional Management

In order to better manage the emotions of employees, it is necessary to consider emotional work skills and their results as an influencing factor when designing basic salary. . The core assumption of human capital theory is that employees’ knowledge and skills are a form of capital, so employers need to pay remuneration for this capital, and the better the quality and higher the taste of human capital, the higher the remuneration required. . In recent years, the connotation of the concept of human capital has become more and more broad, including a series of employee competency characteristics that have a positive impact on organizational performance, such as cognitive ability and creativity. Although theories and research on human capital do not explicitly mention emotional work, some scholars point out that human capital includes employees' ability to provide services to customers. And doing emotional work effectively is undoubtedly a manifestation of this ability. Therefore, for jobs with high emotional demands, skills such as interpersonal skills, emotional intelligence, emotional expressiveness, and conflict management that are not considered in traditional salary designs should also be compensated accordingly. Here, our measurement of emotional work is also of great significance, because only on the premise of fair and effective measurement of employees' emotional work can our compensation system design be convincing and play its due role in emotional management. effect, otherwise it will be counterproductive.

IV. Emotional management in employee motivation

The starting point of motivation is to meet the various needs of organizational members, that is, through the systematic design of appropriate external reward forms and work environments. Meet the external and internal needs of corporate employees. We can regard the design of the salary system as a material incentive method for emotional management. In order to achieve better emotional management and achieve organizational goals, it is necessary to fully consider the intrinsic needs of employees. Take emotional management as an important goal of employee motivation and run it throughout the entire process of employee work, including understanding employees' personal needs, grasping personality, controlling behavioral processes, and evaluating behavioral results. Motivation requires patience, Herzberg said. How to motivate employees: Perseverance.

At the same time, in the process of emotional management and motivation of employees, information communication must be maintained throughout the motivation work, because from the promotion of the incentive system and the personal understanding of corporate employees, to the control of employee behavior processes and the evaluation of employee behavior results etc., all rely on certain information communication. Make motivational means an important way to manage emotions.

5. Employee welfare and emotional management

In addition, employee welfare also plays an important role in emotional management. Good benefits can inject "energy" into employees' "emotional labor pool". According to Hobfoll's resource conservation theory, people always strive to acquire and preserve valuable resources and minimize resource losses in order to achieve resource balance. Individual efforts usually result in the loss of physical and mental resources, while receiving rewards can achieve effective replenishment of resources. By improving employee benefits, paid leave, providing training and development opportunities, etc., the physical and mental resources consumed by employees due to long-term emotional labor can be replenished in a timely and effective manner, and the negative consequences of emotional labor for employees can be reduced and employees can engage in high-quality emotional work. enthusiasm for labor. Proper use of this incentive method will prompt them to continue to engage in appropriate emotional behavior, which not only has a positive impact on the organization, but also prevents the employees themselves from experiencing negative emotional consequences, thus forming a virtuous cycle.

6. The role of systems and corporate culture in emotional management

Enterprises must have a complete system design and execution system for employee emotional management. Above, we have discussed the role of employee selection, training, compensation, incentives, and benefits in employee emotional management. All of the above discussed require systems to ensure it. Therefore, organizations can build and improve relevant mechanisms to incorporate emotional labor into the institutional scope of management and provide organizational protection for it. For example: establish a sound and effective management mechanism, incorporate emotional labor management into the selection and performance appraisal standards of managers, improve management communication, and closely link emotional management with work incentives, staffing, employee training and development, etc. In this kind of organization, managers should become experts in supportive leadership and emotional motivation, so that employees can speak up and take positive actions.

In employee emotional management, the construction of corporate culture is a top priority. Employees have two strategies for working with emotions. The first is the surface acting strategy, which refers to a way for employees to suppress the true emotions they feel and pretend to show the emotions required by the organization. It is a kind of "wearing a mask" disguise. Although surface acting implies a separation between inner feelings and external expressions and is an effective strategy, surface acting requires disguise or false emotional expression, which weakens the sense of self-authenticity and may cause inconsistency. This kind of inconsistency will consume psychological resources, cause conflicts among individuals, fail to achieve the effect of emotional management, or cause employees to fall into psychological fatigue. On the contrary, emotional management can achieve the best results and produce the best work performance only when playing a deep role strategy. That is, employees have a high degree of identification with the goals of emotional work, and therefore internalize specific rules as their own achievement goals, and can then spontaneously and sincerely express the emotions expected by the organization at work. Because the emotions that employees need to express at this time are the emotions they experience in their hearts, and employees do not need to work hard. How to achieve a deep level of performance undoubtedly requires the power of corporate culture. At this time, employee emotional management will be based on respect and care for human nature, which will become the root of corporate culture and also exist deep in the hearts of employees.

At present, in corporate management work, the importance of emotional management is attracting more and more attention from managers. However, emotional management does not exist in isolation, but needs to be carried out systematically in the corporate management process. integration. By fully considering and integrating emotional management factors in employee selection, training, salary system design, benefits, incentives and other management, and building relevant systems and corporate culture, it will have an important impact on organizational behavior and become an important factor in organizational performance. Key components.