工作要求－資源模型(JD-R model)為近年來受歡迎的工作壓力模型，並強調能適用進各工作場域，但多是以歐洲的員工為樣本來檢驗假設，故本研究以台灣企業員工為樣本，檢驗JD-R model，並釐清個人資源在模型中扮演的角色。以279 個台灣企業員工為樣本檢驗工作特徵、員工心理福祉、與表現的關係，並討論個人資源的角色。以階層迴歸分析檢驗的結果支持工作要求與工作資源能分別預測耗竭與投入，但兩者並無交互作用關係；又表現可由投入的程度來預測，耗竭對員工表現則無影響；除此之外，本研究亦發現個人資源對投入及角色內、角色外表現有直接效果、且與工作要求有交互作用關係。這些結果顯示以台灣員工檢驗JD-R model 時，無法完全支持其假設，但也發現個人資源在檢驗員工心理福祉的程度時有其作用及重要性。未來的研究可著重在討論文化因素是否造成差異。 / Job Demands-Resources Model (JD-R model) is a popular work-stress related model that claims can be adapted into all-kinds of work environment, but tested mostly with European employees. The current research intended to test the basic hypotheses of JD-R model with Taiwanese employees and to clarify the role of personal resources in the model. 279 Taiwanese employees are included in the tested sample to examine the relationship between job characteristics, employees’ well-being, and performance, and also have a discussion about the role of personal resources. The results of hierarchical regression analysis supported that job demands and job resources can predict exhaustion and engagement respectively. However, there is no interaction effect between job demands and job resources were found. Moreover, performance can be predicted by engagement, while exhaustion can’t. Besides, the present research found that personal resources have direct effects on engagement, in-role performance, out-role performance, and an interaction effect with job demands on exhaustion. These findings revealed that the basic hypotheses cannot be fully supported when tested with Taiwanese employees, but also indicated the effect and importance of personal resources while examine employees’ well being. Future research should focus more on the cultural factors to clarify whether culture do make differences.

在現今多工、多角色而多刺激的工作環境中，人與人因為頻繁的接觸，使得部屬的情緒問題及其影響愈來愈受到組織所重視，其中，主管情緒協助扮演的角色舉足輕重，如何透過主管的行為影響部屬，進而影響整個組織，對管理意涵而言尤其重要。立基於過去情緒協助研究的認知概念，並以資源保存理論的觀點為基礎，本研究探討主管情緒協助的行為層面的內涵與分類，是如何保存與增加部屬的個人資源，而透過資源的變動，對部屬的主觀幸福感與工作疲勞狀況所產生的影響，另外，根據廣義的社會衝擊理論，試圖理解部屬權力距離傾向可能扮演的調節角色。本研究將採問卷調查法施測，第一階段共回收226份問卷，第二階段發放給226位第一階段的填答者，共回收線上問卷152份，因此，共回收有效線上問卷152份，有效回收率約為67%，研究結果顯示，在高部屬權力距離傾向調節的情況下，主管情緒協助會降低個人資源，使其主觀幸福感降低、工作疲勞上升，而在低部屬權力距離傾向調節的情況下，主管情緒協助會提升個人資源，使其主觀幸福感上升、工作疲勞降低。最後，本研究針對研究結果進行討論，並對理論貢獻、實務意涵、研究限制，以及未來研究方向加以闡述。 / The working environments nowadays are multi-work, multi-role and multi-stimulation. The emotion issue of employees is held in high regard today for organizations since people get in touch with each other more frequently. Among them, supervisors’ emotion helping plays an important role in this situation. Moreover, how supervisors’ behaviors affect subordinates, followed by the impact on organization is crucial when it comes to leadership. Based on pervious cognitive knowledge of emotion helping related studies and conservation of resources theory, the main focus of this research is to examine whether supervisors’ emotion helping behaviors are associated with personal resources and the distinctive mediating mechanisms that may explain subordinates’ subjective well being and work fatigue, as well as the classification of emotion helping behaviors. Furthermore, understanding the moderating role of power distance orientation according to broad social impact theory. This study is conducted by questionnaire survey and received 152 replies from subordinates. The results indicated that personal resources mediated the relationship between emotion helping – subjective well-being and emotion helping – work fatigue while subordinate power distance orientation play a moderated role between emotion helping and personal resources. This study contributing to the implications for organizational researches and managerial practices. Furthermore, limitation and future direction were being discussed at the end of this paper.