對主管的情緒勞務與離職意願：心理福祉及高績效人力資源實務之探討

現今的社會中總聽到大家說”就是為了五斗米而折腰”，而這個折腰正是對自己的情緒而有所折腰，為了完成組織對情緒的要求，個體的情緒勞務與日俱增，變成大家常常聽到的”心好累”，在這樣的情況下似乎只有組織即時的介入才能拯救企業和員工。本研究利用資源保存理論來說明現今的社會中，員工的情緒勞務會透過心理福祉的中介效果來影響個人的離職意願，而組織所提供的高績效人力資源實務則作為調節式中介，也視作一種資源的投入，使員工在因應情緒勞務上有更多的能量。透過了解情緒勞務到工作結果之間的整段歷程以及高績效人力資源實務的調節作用，希望能夠協助組織以及員工避免掉潛在的負向影響，最大化兩方的利益，達到一個雙贏的局面。本研究方法採問卷調查法蒐集樣本，問卷分兩階段進行施測時常間隔兩周，總共回收324份有效問卷。最後研究結果顯示，員工的情緒勞務與GHQ之間有正向關聯，員工的表層情緒展演與GHQ之間有正向關聯；員工的GHQ與離職意願之間有正向關聯；高績效人力資源實務無法調節情緒勞務與GHQ之間的正向關聯，高績效人力資源實務無法調節GHQ於情緒勞務和離職意願之間的中介效果。最後，本研究針對結果進行討論，並提出研究限制、未來研究方向，理論以及實務貢獻。

關鍵字

情緒勞務；心理福祉；離職意願；高績效人力資源實務；資源保存理論

並列摘要

In today's society, we always hear people say, "It's just for the sake of five buckets of rice", and this bending is because of the organization's requirements for emotions. The emotional labor of individuals is increasing day by day, which has become a common thing that everyone hears. "The heart is so tired." In such a situation, it seems that only the immediate intervention of the organization can save the company and its employees. This study uses the resource conservation theory to explain that in today's society, the emotional labor of employees affects the individual's turnover intention and job performance through the mediating effect of psychological well-being. It is also regarded as an input of resources so that employees have more energy in responding to emotional labor. By understanding the entire process between emotional labor and work results and the moderating role of high-performance human resource practices(HPHRP), we hope to help organizations and employees avoid potential negative impacts, maximize the interests of both parties, and achieve a win-win situation. The method of this study was to collect samples by means of a questionnaire survey. The questionnaires were administered in two stages at a two-week interval, and a total of 324 valid questionnaires were recovered. The final research results show that there is a positive correlation between employees' emotional labor and GHQ, and there is a positive correlation between employees' surface emotional performance and GHQ; there is a positive correlation between employees' GHQ and turnover intention; high-performance Human resource practice cannot moderate the positive association between emotional labor and GHQ, and HPHRP cannot moderate the mediating effect of GHQ on emotional labor and turnover intention. Finally, the results of this study are discussed and research limitations, future research directions, and theoretical and practical contributions are proposed.