本研究旨在探討人力資源工作者於高情緒互動職場情境中，三種情緒勞動策略「處理他人負向情緒、表達自身正向情緒與壓抑自身負向情緒」對工作績效與工作滿意之影響，整體模型包含十七個假說，主要探討自我效能於其中所扮演之中介角色。研究採用結構方程模型進行實證分析，以台灣地區218位人力資源從業人員為樣本，進行自陳式問卷調查。應用驗證性因素分析、信度與效度分析、相關分析等方式，來進行結果驗證。

研究結果顯示：(1)自我效能在「處理他人負向情緒」對工作績效與工作滿意具顯著正向中介效果；(2)自我效能在「表達自身正向情緒」對工作績效與滿意度的影響中，未具顯著中介效果；(3)自我效能在「壓抑自身負向情緒」對工作績效與工作滿意具中介效果；整體而言，自我效能為情緒勞動與工作結果之間的重要橋樑，揭示不同策略間心理歷程的差異。

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.

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