隨著產業之間的競爭日漸激烈、工作者面對溝通語言的多樣性、接觸不同國籍的客戶、處理跨國的相關事務…等，這些因素都會造成工作者工作負荷的增加，而主管的壓力更是龐大，個人情緒在商業化的扭曲下，工作者習於以虛偽不實的外表應付顧客和企業的需求，並藉此保衛真實的內在情緒，此情況學理稱之為情緒勞務(emotional labor)(Hochschild, 1983)。主管在經歷情緒勞務的同時，也影響著與員工的互動結果，而員工在組織任職其適應過程即所謂之組織社會化(Schein,1968)，這些都將影響其工作績效與工作滿意，而此正是本研究所欲探討的。 本研究以國內各大企業與機構之工作者為研究對象，採便利抽樣的方式發放問卷，共回收有效問卷164份，回收率71.3%，透過統計分析得到以下結論： 1.主管之情緒勞務與員工組織社會化程度對員工的工作滿意有顯 著正向的影響。 2.主管之情緒勞務與員工組織社會化程度對員工的工作績效有顯 著正向的影響。 3.主管之情緒勞務與員工組織社會化有顯著正向關係。 4.主管之情緒勞務與員工組織社會化程度之不同在員工之工作滿 意及績效上沒有顯著交互作用效果。 5.不同的人口統計變項在員工之工作滿意與工作績效各構面間，部 分有顯著差異。 As all industries are very competitive now, so employees have to communicate by using different languages and contact different clients from other countries. These will increase employees’ loading, especially for managers. When people get pressure at work, they often pretend themselves as a good mood to face their clients or employer, for protecting their real feeling. The situation is called in academic domain “emotional labor” (Hochschild, 1983). When managers operate emotional labor, this will also affect the interaction between he (she) and employees. Employees’ job satisfaction and job performance will be affected by the interaction with their managers, and also this study probes the employees’ organizational socialization (Schein, 1968), for we have an assumption that would influence employees’ job satisfaction and job performance. All these are purposes of this study. In this study, we employed convenience sampling to collect data. A total of 185 questionnaires were returned. Only 164 valid questionnaires were analyzed. The response ratio is 71.3%. The results of this study are as follows: 1. Managers’ emotional labor and employees’ organizational socialization have significant positive effects on employees’ job satisfaction. 2. Managers’ emotional labor and employees’ organizational socialization have significant positive effects on employees’ job performance. 3. Managers’ emotional labor has a significant positive relationship with employees’ organizational socialization. 4. There is no interaction effect on employees’ job satisfaction and performance by different managers’ emotional labor and employees’ organizational socialization. 5. There are partial significant differences on employees’ job satisfaction and performance by their various demographic variables.
