本研究旨在探討職場中社會破壞行為對員工工作績效之影響機制，並進一步檢驗心
理困擾的中介角色與組織支持的調節效果。社會破壞（social undermining）指蓄意損害
他人職場表現、人際關係或聲譽的行為，雖不具明顯敵意，卻具有隱性與持續性特質，
對員工心理與行為表現可能產生深遠影響。本研究以台灣地區具正職工作經驗之上班族
為樣本，採用問卷調查法，共回收有效樣本 236 份，並運用結構方程模型與調節中介分
析進行假說驗證。
研究結果顯示，社會破壞雖然對工作績效無顯著直接影響，但卻會透過心理困擾產
生間接負面效果；其中，同事社會破壞透過心理困擾影響工作績效的間接效果達顯著水
準，主管社會破壞則未達顯著。進一步分析亦發現，組織支持對同事社會破壞、心理困
擾與工作績效三者關係間的間接效果具有顯著調節作用，但其方向與原先假設相反，顯
示在組織支持較高的情況下，社會破壞經由心理困擾對工作績效的負面影響反而更強，
可能反映高支持情境下員工所感受到的心理壓力或期待反應。
本研究補足既有文獻中對社會破壞後續影響機制的探討不足，強調心理歷程與組織
情境資源之交互作用，亦提供企業實務管理上識別與緩解職場負面互動的參考依據。

This study aims to explore the mechanism through which social undermining in the
workplace affects employee job performance, focusing on the mediating role of psychological
distress and the moderating effect of organizational support. Social undermining refers to
intentional behaviors that impair others’ work performance, interpersonal relationships, or
reputation. Though not overtly hostile, such behaviors are often subtle and persistent,
potentially exerting profound effects on employees' psychological states and behaviors. Using
a questionnaire survey method, data were collected from 236 full-time employees in Taiwan.
Structural equation modeling and moderated mediation analysis were conducted to test the
proposed hypotheses.
The results showed that while social undermining did not have a significant direct effect
on job performance, it exerted an indirect negative effect through psychological distress.
Specifically, the indirect effect of coworker social undermining on job performance via
psychological distress was significant, whereas the effect of supervisor social undermining was
not. Further analysis revealed that organizational support significantly moderated the indirect
relationship among coworker social undermining, psychological distress, and job performance.
However, the direction of this moderation was contrary to expectations, indicating that under
higher levels of organizational support, the negative impact of social undermining on job
performance via psychological distress was actually intensified. This may suggest that in highly
supportive environments, employees experience increased psychological pressure or
expectations, thereby amplifying the adverse effects.
This study contributes to the literature by addressing the underexplored post-impact
mechanisms of social undermining, highlighting the interplay between psychological processes
and contextual organizational resources. Practical implications are also offered for
organizations aiming to identify and mitigate the impact of negative workplace interactions.

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