社会工作视野中的情感劳动研究：内涵特征、影响因素及应对策略

摘要/Abstract

摘要： 伴随情绪研究的纵深推进，人们对情绪的认识早已超越了以往的本质主义追求，转而以建构论更整合地来阐释和管理情绪。作为专业的助人者，社会工作者管理和运用情绪的过程贯穿于助人活动的全过程，这就意味着以人际情境作为工作背景的社会工作者将会面临超乎常态意义上的情绪压力风险。目前，社会工作者的情感劳动被认为是一种依靠专业技能且会带来消极影响的工作行为，呈现出以专业技巧为工具、以维持专业关系为导向、以增加个人成本为后果等特征。社会工作者的情感劳动受个人因素、角色认同和组织环境影响，并形成了保护性、预防性、转移性三大应对策略，可以从提供支持性的组织环境、促进资源流动、重视教育发展等方面支持社会工作者的情感劳动过程，并推动社会工作服务体制的完善。

关键词: 社会工作, 情感劳动, 应对策略, 角色认同, 职业倦怠

Abstract: Along with the longitudinal and in-depth advancement of emotional researches, the public’s understanding of emotions has surpassed the previous essentialist pursuit and uses constructivism to interpret and manage emotions. As professional helpers, social workers manage and use emotions throughout the entire process of helping others, which means that social workers who use interpersonal situations as their work background will face the risk of emotional stress beyond the normal level. At present, the emotional labor of social workers is regarded as the work behavior that relies on professional skills and contributes to negative effects, showing the characteristics of using professional skills as a tool, maintaining professional relationships as a guide, and increasing personal costs as a consequence. The emotional labor of social workers is affected by personal factors, role identification, and organizational environment, and produces protective, preventive, and transferable major coping strategies. This article suggests backing up the emotional labor process of social workers in terms of providing a supportive organizational environment, promoting the flow of social resources, and emphasizing educational development, so as to promote the improvement of the social work service system.

Key words: social work, emotional labor, coping strategies, role identification, occupational burnout

中图分类号:

C916

郭锦蒙, 韩央迪. 社会工作视野中的情感劳动研究：内涵特征、影响因素及应对策略[J]. 社会工作与管理, 2021, 21(3): 54-62.

GUO Jinmeng, HAN Yangdi. Research on Emotional Labor in Social Work: Connotation, Influencing Factors and Coping Strategies[J]. SOCIAL WORK AND MANAGEMENT, 2021, 21(3): 54-62.

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