“情绪假”：员工快乐高效工作的初探索
案例编号：
CN_2026ZZXW_8105
被浏览次数：
7
案例名称：
“情绪假”：员工快乐高效工作的初探索
译名：
“Emotional Leave”: A Preliminary Exploration of Happy and Efficient Employee Work
案例作者：
刘鑫、李欣雨、潘璇
作者单位：
中国人民大学商学院、中国人民大学法学院
译者：
-
案例企业：
H公司
行业：
贸易/商业
学科领域：
组织行为、综合管理、其他
规模：
大型
案例语种：
中文
案例类型：
微案例
中文关键词：
情绪劳动；情绪失调；情绪假；员工情绪管理；人性化管理
英文关键词：
emotional labor; emotional dissonance; emotional leave; employee emotion management; humanized management
中文摘要：
本案例主要讲述H公司为应对员工工作压力与情绪困扰，创新性引入“情绪假”政策的实施过程、效果与挑战。H公司身处服务行业，一线工作强度高、情绪劳动负荷大，员工情绪问题日益凸显，在一次员工因情绪不佳被批准离岗休息后，“情绪假”作为一种人性化管理措施进入公司视野。政策推行前，公司通过座谈会、专项调研等方式广泛征求意见，并建立员工健康档案系统，最终明确其作为带薪福利假期的定位，形成正式管理办法，规定员工每季度可申请一次，用于情绪调节。政策实施后，公司辅以心理健康讲座、管理层培训等措施，多数员工反馈积极，工作士气和主动性有所提升。然而，政策也面临一系列挑战，公司通过引入“临时顶岗积分奖励制”等方式尝试平衡团队负担，并计划进一步开展领导力培训、优化机制设计，以构建可持续的员工情绪支持体系。本案例以服务行业一线员工的情绪劳动实践为核心场景，尤其适合情绪劳动与情绪失调知识点的教学，通过展现情绪劳动引发的员工情绪失调问题，以及组织如何通过制度建设进行干预和调节，帮助学生深入理解情绪劳动的内涵、影响及管理对策，可供《组织行为学》课堂教学使用。
英文摘要：
This case mainly describes the process, effects and challenges of H Company’s innovative introduction of the “emotional leave” policy to address employees’ work stress and emotional distress. Due to the high work intensity and heavy emotional labor burden in the service industry, employees’ emotional problems have become increasingly prominent at H Company. After one employee was approved to take a leave due to poor emotions, the “emotional leave” policy, as a humanized management measure, entered the company’s view. Before the policy was implemented, the company solicited opinions through symposiums and special surveys, and established the employee health record system. Eventually, relevant management measures were formed, clearly positioning the “emotional leave” as a paid welfare leave, and stipulating that employees could apply once every quarter for emotional regulation. After the policy was implemented, the company supplemented measures such as mental health lectures and management training. Most employees gave positive feedback, and their work morale and initiative improved. However, the policy also faced a series of challenges. The company attempted to balance the team burden by introducing the “temporary substitution point reward system” and planned to further conduct leadership training and optimize mechanism design to build a sustainable employee emotional support system. This case focuses on the emotional labor practices of frontline employees in the service industry, and is particularly suitable for teaching the concepts of emotional labor and emotional dissonance. By presenting the problems of employee emotional dissonance caused by emotional labor and how the organization can intervene and regulate through managerial practices, it helps students deeply understand the connotation, impact, and management strategies of emotional labor. This case can be used in the course of “Organizational Behavior”.
适用对象：
本科|MBA|EMBA|高管培训
编写方式：
二手数据
开发时间：
2025
入库时间：
2026
索要案例使用说明：
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