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1 Introduction引言
霍克希德，美国社会学家，在1983年正式报道了“情感劳动”的概念。他声称，情绪劳动是一种面部和身体的表达，是公众通过对个人情绪的管理而创造出来的。[1]情感劳动的诞生引起了科学界的广泛关注。在对霍克希德的研究基础上，在情感劳动的进一步研究中，很容易找到平行作品。[2-6]
Hochschild, an American sociologist, originally and formally reported the conception of “Emotional Labour” in 1983. He claimed that the emotional labour is a kind of facial and physical expression that is visible to public created by individuals through the management of their emotion. [1] The born of “Emotional Labour” had drew great attention in scientific community. Based on the research of Hochschild, parallel works can be easily found in the further study of emotional labour. [2-6]
通过对美国的调查，霍奇奇尔德发现，有1/3的员工要求为他们从事的工作进行情感劳动。从本质上讲，情感劳动是一种对情感和情感表达管理的要求，它符合社会的需要。[1]此外，Tolich和Wharton的定性和定量分析表明，情绪劳动可能会带来一些积极的效果，如自我实现、工作满意度和工作保障[3,7]以上所有这些都表明，情绪劳动可能会提高员工的工作热情，提高员工的工作效率。工作活动的EL。Through investigation in American, Hochschild found that there were a number of 1/3 employees had a request of emotional labour for the job they engaged in. Substantially, emotional labour is a kind of requirement to the emotion and the management of emotional expression that conformance to the demand of community. [1]Additionally, Tolich’s and Wharton’s qualitative and quantitative analysis suggested that emotional labour may bring some kind of positive effectiveness such as self-actualization, job satisfaction, and job security.[3,7]All of these points above suggest that emotional labour might improve employees’ working passion and increase their level of working activity.
本文从情感劳动的角度出发，首先总结了与人力资源管理（HRM）相关的ASDA和TESCO的招聘与选拔实践。然后分析了ASDA和Texco在情感劳动和工作安排方面的方法。文章最后将提出更有效的措施。
Based on the overview of emotional labour, this essay will summarize the recruitment and selection practices of Asda and Tesco that related to human resource management (HRM) firstly. Then analyze the approaches in regard to emotional labour and job arrangements in Asda and Texco. More effective measures will be recommended at the end of the essay.
2 HRM approaches of Asda and TexcoASDA和Texco的2种人力资源管理方法
2.1 Recruitment and selection practices between Asda and TexcoASDA和Texco之间的招聘和选拔实践
ASDA成立于1949年，1999年成为全球最大连锁超市沃尔玛的附属公司。阿斯达想成为一个值得信赖的雇主。“建立相互信任是赢得客户绝对信任的最重要步骤”，ASDA首席执行官安迪•克拉克（Andy Clark）指出。因此，ASDA的理念表明，如果员工喜欢一起工作，消费者愿意去ASDA购物。
Asda, founded in 1949, became an affiliated company of the maximal supermarket chain all over the world— Walmart in 1999. Asda wants to be a trusted employer. “Building trust with each other is the most important step to winning the absolute trust of our customers”, noted by Andy Clark, the CEO of Asda. Consequently, Asda’s philosophy showed that if the staffs are fond of working together, the consumers would like to go shopping in Asda.
网络招聘过程和社交媒体渠道都是ASDA招聘的途径。ASDA是英国最大的公司之一，它提供了大量的机会，因此，想要在一系列地区提高学徒背景和研究生培训水平的学生可能会得到公平的对待，并且会有机会在ASDA发展自己的职业。Both of online recruitment process and social media channels are the approaches of Asda’s recruitment. Asda—one of the largest corporations in UK—provides a sea of opportunities, therefore, students who want to improve hand-on background to apprenticeship as well as graduate training in a series of territories may be treated equitably and opportunities will be offered to develop their profession in Asda.
Asda can offer many business formats such as not only about Shift Leaders and Department Managers in Superstores and Supermarkets, but the role in regard to supply chain, marketing and HR together with its own Asda George, Living and Home Office within crucial accountability as well. One of the employees in Asda may serve as a good example. Ellen Rogan, most recently take on her current General Store Manager, began her career as a Checkout Operator and from there, she has taken charge of roles as Customer Service Manager, People Manager, Asda Living Store Manager, Supermarket Store Manager. She said that moving around these different roles let her saw the business from so many aspects, hence she was benefit from her working experiences. This may be the so-called “Butterfly effect” to some degree, a normal employee in Asda tend to have the opportunity to gain working experiences through different positions. As a result, due to its many styles of business formats, it is its ability to offer a wide scope of roles that makes Asda outstanding.
The HR group of Asda provides a shortlist which enumerates all applicable candidates that is authorized for an interview or the assessment centre, and they may attach importance to the candidates’ job description [8] and personal specification. The assessment centre—known as “Asda Reality” or “Asda Magic”—offers candidates an opportunity to give evidence of their excellences which mesh the beliefs, culture and methods of working of Asda. They tend to use a kind of evaluation method that colleagues discuss their skills, achievements and career occasions by their manager to help informing selection process.
Gareth Woods and Helen Milford, a Supermarket Store Manager and a Regional Director, made progress quickly. They never be fearful of taking on a position that they claim that what the post required is beyond their ability. Moreover, the experience of a range of roles, long-range programme, and using innovative ideas to work helped them aiming at what on earth the customers want, and finally both of them make a difference in their position.
Tesco has a purpose of serving its customers. With a customer-oriented organizational structure, Tesco requires staffs who has the proper skill at every level in it. To make an attracting recruitment, Tesco advertise jobs in different ways. Firstly, to fill a vacancy, the internal Talent Plan should be concerned up to ensure that if there exist any proper person in such a plan or develop the internal management evolution programme, and then, as to external supplement, before making applications online for managerial positions, Tesco advertise the empty position via their official URL or in a manner of idled boards in stores. At last, bakers and pharmacists, the harder-to-fill or more specialist jobs, Tesco advertises externally through offline, online, famous web portals, business magazines and mass media pathways.
There exists a simple application process to help Tesco makes it easier for applicants to chase down jobs that are available. By accessing the Tesco website, people can submit directly with the online application form, and proposer can chase down not only local jobs, but also management and head office posts.
Screening candidates is an extremely important part of the selection process. At the beginning of screening, Tesco members in HR group tend to review every person’s CV that summarizes the applicants’ level of education and occupational background till the day. Secondly, candidates who passed screening attend an assessment centre, managers run the assessment centre to provide consistency in the selection process. Finally, authorized by the internal assessment centre, candidates will take conversation with the line manager for the job on offer, to ensure the tight person on the fittest position.
In Tesco, there will have a time for business to train staffs now available so that they can take new obligations on shoulder. Also, the time for business will recruit new staffs to fill empty of positions or to “debug” the lack of skill shortages, therefore, Tesco meets its future demands for staff. Moreover, the humanized ways of job searching as well as an accordant pathway for recruiting and selecting candidates are offered by Tesco, meaning that it can effectively manage its variational demand for employees.
2.2 Analysis about emotional labour and job arrangements in Asda and Tesco
Asda has an effective and engaged terms of colleagues. It is structured training and development programmes that ensures Asda can recruit the fittest person in the right position. Moreover, in Asda, the organizational culture—actually Asda’s philosophy—makes it available that employees trust each other and grow with Asda together, finally they winning the absolute trust of customers. Some of recently research showed that staffs who did emotional labour can gain self-actualization, enhanced confidence. [9-11] The HRM methods of Asda such as its many business formats makes their staffs better understand what he (or she) was doing in many different working formats.
Tesco—the major international company—focusing on satisfying its demands for staff in the future, offers some kinds of opportunities and training time for its employees to shoulder the responsibilities of whole new jobs. Tesco has more distinct institutional framework, person specifications and specified job descriptions than Asda. For an example, there exists a six work levels institution within the organization, and due to such structure, the organization could be managed and controlled well.#p#分页标题#e#
3 Conclusion
Asda’s philosophy and its focusing about recruiting colleagues that share its belief and will help the construction of trust among its persons, actually the trust between normal staffs and the management class. Moreover, trust is the foundation of everything. Possessing an excellent reputation in the wide range of markets it serves, Asda is capable of keeping its position as a guiding employer with. Finally, under the constitution built by trust, employees can do emotional labour, and they may gain self-actualization, confidence as many employees mentioned above. [9-11]
To sum up, Asda colleagues, because of the support by trust each other and many different working formats, keep faithful for their company.
References:
[1] A．R．Hochschild. The Managed Heart：Commercialization of Human Feeling. Berkeley: University of California Press, 1983.
[2] Grandey, A.A. . Emotion regulation in the workplace: A new way to conceptualize emotional labor. Journal of Occupational Health Psychology, 5, 59-100, 2000.
[3] M. Tolich. Alienating and Liberating Emotions at Work：Supermarket Clerks’ Performance of Customer Service. Journal of Contemporary Ethnography, 3, 361—381, 1993.
[4] A．R．Hochschild. The Managed Heart: Commercialization of Human Feeling. Berkeley: University of California Press. pp. ix. ISBN 0520272943, 2012.
[5] Wilk, S.L.; Moynihan, L.M. . "Display rule "regulators": The relationship between supervisors and workers emotional exhausion". Academy of Management Journal 44 , 1018-1027, 2005.
[6] Guy, Mary Ellen; Meredith A. Newman. "Women's Jobs, Men's Jobs: Sex Segregation and Emotional Labor". Public Administration Review 64 (3), 2004.
[7] A．S．Wharton. The Affective Consequences of Service Work. Work & Occupations, 2, 205—232, 1993.
[8] G. Dessler. Human resource management.—13th ed. p. cm. 104-106.
[9] C．M．Brotheridge, A．A．Grandey, Emotional Labor and Burnout：Comparing Two Perspectives of People Work 7. Journal of Vocational Behavior, 60,(1), 17—39, 2002.
[10] S．M．Kruml, D．Geddes, Catching Fire without Burning Out：Is There an Ideal Way to Perform Emotional Labor? in N．M．Ashkanasy, C．E．J．Hartel, W．J．Zerbe (eds.), Emotions in the Workplace: Research, Theory and Practice, Westport, CT: Quorum Books, 177—188, 2000．
[11] D．Zapf, M．H0lz, On The Positive and Negative Effects of Emotion Work in Organizations, European Journal of Work and Organizational Psychology, 1 5(1), 1—28, 2006．
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