過去不當督導研究，大多聚焦於不當督導對員工負面行為的影響，少有研究檢視不當督導「何時」與「為何」影響員工正面的行為。本研究以情緒歷程模型觀點，探討不當督導對員工情緒的影響，是否會透過調節焦點，使員工產生不同的行為反應，以及員工的盡責性與情緒穩定性特質所扮演的角色。本研究採經驗抽樣法針對受測者進行連續10個工作日的資料收集。
本研究共收集來自206位企業員工，共1717筆配對資料，採用多層次路徑分析進行假設檢驗。結果顯示不當督導與憤怒、害怕情緒有正向關係，與正向情緒為負相關。憤怒情緒與促進焦點的負向關係會受到盡責性干擾轉為正向，並且對促進性/預防性建言有間接效果。盡責性亦會強化正向情緒與促進焦點之間的關係。情緒穩定性則會減緩正向情緒與促進焦點之間的關係，間接影響員工促進性/預防性建言行為。最後，針對研究結果提出管理意涵與實務意涵的深入討論。

Past researches are focused on the that abusive supervisor lead to negative subordinate outcomes. There are few literatures find the relationship between abusive supervisor and subordinate positive behavior. Base on emotional process model, I predict that abusive supervisor effect employee voice behavior via emotion, and regulatory focus moderate by regulatory focus. The study used the experience sampling design to collect the daily data for 10 days. The data was collected from collected from 206 employees, consisted of 1717 matched data. I used path analysis to test the hypotheses. Results showed that abusive supervisor negatively related to subordinate positive emotion and positively related to employee anger and fear. Employees conscientiousness will moderate the relationship of anger and promotion focus. When employees with high conscientiousness, the indirect effect of abusive supervisor on employee voice mediated by anger and promotion focus would be positive. In addition, the relationship of positive emotion and promotion focus will be buffered by subordinate emotion stability and conscientiousness. The study's implications for theory and practice are discussed.

目 錄

論文審定書 i
中文摘要 ii
英文摘要 iii
第一章 緒論 1
第二章 文獻探討 5
第一節 不當督導的內涵 5
第二節 主管不當督導對員工情緒的影響：情緒歷程模式的觀點 6
第三節 員工情緒對其調節焦點的影響：情緒調節技能扮演的角色 7
第四節 員工調節焦點與建言行為的關係：情緒歷程模式的觀點 10
第三章 研究方法 12
第一節 研究對象與研究程序 12
第二節 研究工具 12
第三節 資料分析方式 14
第四章 研究結果 15
第一節 描述統計 15
第二節 假設檢定 16
第三節 主管不當督導影響部屬建言的情緒歷程：檢視干擾式中介效果 19
第五章 討論與建議 21
第一節 研究發現與理論意涵 21
第二節 管理意涵 22
第二節 研究限制與未來研究建議 23
參考文獻 25
附錄 32

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