在高度競爭與快速變動的職場環境中，情緒操控成為主管與同仁互動中的潛在壓力源。透過情緒操控的方式影響員工的情緒狀感受，可能會危及其幸福感，甚至是對組織的信任。因此，本研究以「知覺組織支持」為中介變項、「員工韌性」為調節變項，建構一個調節式中介模型，探討情緒操控對員工幸福感的影響機制。 本研究採用問卷調查法，針對台灣地區具有六個月以上工作經驗之在職員工進行資料蒐集，共計回收207份有效樣本，而此次研究結果顯示：（1）情緒操控負向影響員工幸福感；（2）情緒操控負向影響知覺組織支持；（3）知覺組織支持正向影響員工幸福感；（4）知覺組織支持完全中介情緒操控與員工幸福感之間的負向關係；（5）員工韌性正向調節情緒操控與知覺組織支持之間的關係；（6）員工韌性會調節知覺組織支持在情緒操控與員工幸福感之間的中介效果。 本研究補足現有文獻中對主管情緒操控行為之負面影響機制的探討，並說明知覺組織支持與員工韌性在其中扮演的關鍵角色。即便是具高度韌性的員工，當查覺到情緒操控行為，或感受到組織不真誠的對待時，其對組織的信任感可能會大幅降低。因此，組織應更重視主管的溝通或情緒表達方式所帶來的影響，並致力於建立真誠、具支持性的工作環境，以有效提升員工幸福感。;In today’s highly competitive and rapidly changing work environment, emotional manipulation has emerged as a potential source of stress in interactions between supervisors and employees. When supervisors use emotional manipulation to influence employees’ emotional states, it may undermine their well-being and even erode their trust in the organization. Therefore, this study adopts a moderated mediation model to examine the impact of emotional manipulation on employees’ well-being, with perceived organizational support as a mediating variable and employee resilience as a moderating variable.
A questionnaire survey was conducted among employees in Taiwan with at least six months of work experience, yielding 207 valid responses. The results revealed that (1) emotional manipulation negatively affects employee well-being; (2) emotional manipulation negatively affects perceived organizational support; (3) perceived organizational support positively affects employee well-being; (4) perceived organizational support fully mediates the relationship between emotional manipulation and employee well-being; (5) employee resilience positively moderates the relationship between emotional manipulation and perceived organizational support; and (6) employee resilience also moderates the mediating effect of perceived organizational support in the relationship between emotional manipulation and employee well-being.
This study contributes to the existing literature by elucidating the detrimental impact of supervisory emotional manipulation and identifying the critical roles of perceived organizational support and employee resilience. It also highlights that even highly resilient employees may experience a significant decline in organizational trust when they perceive manipulative behavior or insincerity from their supervisors. Organizations are therefore encouraged to pay closer attention to supervisors’ communication and emotional expression styles and to foster a sincere, supportive work environment that promotes employee well-being.
