社會破壞對工作績效的影響：心理困擾的中介作用與組織支持的調節效果;The Impact of Social Undermining on Job Performance: The Mediating Role of Psychological Distress and the Moderating Effect of Organizational Support

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题名:	社會破壞對工作績效的影響：心理困擾的中介作用與組織支持的調節效果;The Impact of Social Undermining on Job Performance: The Mediating Role of Psychological Distress and the Moderating Effect of Organizational Support
作者:	黃子瑜;Huang, Tzu-Yu
贡献者:	人力資源管理研究所
关键词:	社會破壞;心理困擾;組織支持;工作績效;Social Undermining;Psychological Distress;Organizational Support;Job Performance
日期:	2025-06-13
上传时间:	2025-10-17 09:27:48 (UTC+8)
出版者:	國立中央大學
摘要:	本研究旨在探討職場中社會破壞行為對員工工作績效之影響機制，並進一步檢驗心理困擾的中介角色與組織支持的調節效果。社會破壞（social undermining）指蓄意損害他人職場表現、人際關係或聲譽的行為，雖不具明顯敵意，卻具有隱性與持續性特質，對員工心理與行為表現可能產生深遠影響。本研究以台灣地區具正職工作經驗之上班族為樣本，採用問卷調查法，共回收有效樣本 236 份，並運用結構方程模型與調節中介分析進行假說驗證。研究結果顯示，社會破壞雖然對工作績效無顯著直接影響，但卻會透過心理困擾產生間接負面效果；其中，同事社會破壞透過心理困擾影響工作績效的間接效果達顯著水準，主管社會破壞則未達顯著。進一步分析亦發現，組織支持對同事社會破壞、心理困擾與工作績效三者關係間的間接效果具有顯著調節作用，但其方向與原先假設相反，顯示在組織支持較高的情況下，社會破壞經由心理困擾對工作績效的負面影響反而更強，可能反映高支持情境下員工所感受到的心理壓力或期待反應。本研究補足既有文獻中對社會破壞後續影響機制的探討不足，強調心理歷程與組織情境資源之交互作用，亦提供企業實務管理上識別與緩解職場負面互動的參考依據。;This study aims to explore the mechanism through which social undermining in the workplace affects employee job performance, focusing on the mediating role of psychological distress and the moderating effect of organizational support. Social undermining refers to intentional behaviors that impair others’ work performance, interpersonal relationships, or reputation. Though not overtly hostile, such behaviors are often subtle and persistent, potentially exerting profound effects on employees′ psychological states and behaviors. Using a questionnaire survey method, data were collected from 236 full-time employees in Taiwan. Structural equation modeling and moderated mediation analysis were conducted to test the proposed hypotheses. The results showed that while social undermining did not have a significant direct effect on job performance, it exerted an indirect negative effect through psychological distress. Specifically, the indirect effect of coworker social undermining on job performance via psychological distress was significant, whereas the effect of supervisor social undermining was not. Further analysis revealed that organizational support significantly moderated the indirect relationship among coworker social undermining, psychological distress, and job performance. However, the direction of this moderation was contrary to expectations, indicating that under higher levels of organizational support, the negative impact of social undermining on job performance via psychological distress was actually intensified. This may suggest that in highly supportive environments, employees experience increased psychological pressure or expectations, thereby amplifying the adverse effects. This study contributes to the literature by addressing the underexplored post-impact mechanisms of social undermining, highlighting the interplay between psychological processes and contextual organizational resources. Practical implications are also offered for organizations aiming to identify and mitigate the impact of negative workplace interactions.
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