本研究結果主要聚焦自我效能在高情緒需求職場中的關鍵作用，及實務上對於人力資源工作者不同世代在情緒勞動差異化的支持與提升工作績效與滿意之建議。 ;In the context of emotionally demanding workplaces, emotional labor has become a core element of human resource professionals’ daily interactions. This study investigates how three emotional labor strategies—dealing with others’ negative emotions, expressing one’s own positive emotions, and suppressing one’s own negative emotions, influence job perfor-mance and job satisfaction. Specifically, the research explores the mediating role of self-efficacy in these relationships. A total of 218 valid responses were collected through a questionnaire survey conducted among HR practitioners in Taiwan. Structural equation modeling, confirmatory factor analysis, and mediation testing were used for statistical analy-sis. The results reveal that: The research findings indicate that:(1) Self-efficacy has a significant positive mediating effect between "managing others′ negative emotions" and both job per-formance and job satisfaction; (2) Self-efficacy does not exhibit a significant mediating ef-fect between "expressing one′s own positive emotions" and job performance or satisfaction; (3) Self-efficacy mediates the relationship between "suppressing one′s own negative emo-tions" and both job performance and job satisfaction. Self-efficacy serves as a critical bridge between emotional labor and work outcomes, highlighting the psychological process differ-ences among various emotional labor strategies. From a practical perspective, organizations should consider tailored interventions to enhance employees’ self-efficacy and emotional support, the critical role of self-efficacy in emotion-ally demanding work environments and provides practical recommendations on offering dif-ferentiated emotional support for HR professionals across generations to enhance their job effectiveness and satisfaction.
