2013-08-012024-05-16https://scholars.lib.ntu.edu.tw/handle/123456789/666847摘要：在主管與部屬的關係中，部屬會對主管進行情緒勞動，主管也可能對部屬進行情緒勞動。有鑒於過去情緒勞動的研究鮮少將「主管對部屬」與「部屬對主管」兩種情緒勞動加以整合，本子計劃的第一年與第二年（研究一到研究四），將著重於主管與部屬對偶關係中的「交互情緒勞動」（reciprocal emotional labor）。換言之，前兩年計劃要探討的問題是：在主管與部屬的對偶關係中，主管的情緒勞動如何影響部屬的情緒勞動？另外，有鑒於本次工作情緒整合型計劃是聚焦在「由歸因與權力觀點探討不同對偶關係下的工作情緒議題」，因此在前兩年的研究中，針對主管與部屬對偶關係中的交互情緒勞動，也會納入歸因(attribution)與權力(power)的觀點來加以探討。 本子計劃的第三年（研究五），則是將主管與部屬的交互情緒勞動，由對偶關係層次提升到跨層次，亦即探討主管本身的情緒勞動（團體層次），如何影響整個團體的真誠氣候與服務氣候（團體層次），進而影響部屬對主管、同事、及顧客之情緒勞動（個人層次）。探討這個議題，有助於將情緒勞動的研究方向擴及團體層次。<br> Abstract: In supervisor-subordinate relationship, the subordinate will engage in emotional labor toward the supervisor, and the supervisor may also engage in emotional labor toward the subordinate. Because past research on emotional labor seldom integrates the above two directions of emotional labor, the first two years of our sub-project (study 1 to study 4) tends to explore the “reciprocal emotional labor” in supervisor-subordinate dyad relationship. That is, we try to investigate how the supervisor’s emotional labor influences the subordinate’s emotional labor in their dyad relationship. In addition, we also incorporate attribution and power into the reciprocal emotional labor in response to the focus of the incorporative grant titled “Exploring exploring emotions at work under different dyadic relationships: The perspectives of attribution and power.” The third year of our sub-project (study 5) will extend the issue of reciprocal emotional labor from dyad level to cross level. That is, we will examine how supervisor’s emotional labor (group level) passes its effect through sincerity climate and service climate (group level) on subordinate’s emotional labor toward the supervisor, coworkers, and customers. Exploring this issue may extend the emotional labor research direction to group level.情緒勞動表層演出深層演出歸因權力emotional laborsurface actingdeep actingattributionpower