The Process of Work Pressure to Happiness: Emotions as Moderators
碩士 === 國立中興大學 === 科技管理研究所 === 105 === This thesis expects to offer a better understanding of how middle managers deal with the pressure they feel at work and make their job a happy experience. This study also provides practical implications. In order to cultivate middle managers’ self-efficacy for h...
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ndltd-TW-105NCHU52300182017-10-06T04:22:04Z http://ndltd.ncl.edu.tw/handle/94066448421804121194 The Process of Work Pressure to Happiness: Emotions as Moderators 工作壓力與幸福感: 情緒為調節變數 Wei-Hao Su 蘇瑋皓 碩士 國立中興大學 科技管理研究所 105 This thesis expects to offer a better understanding of how middle managers deal with the pressure they feel at work and make their job a happy experience. This study also provides practical implications. In order to cultivate middle managers’ self-efficacy for higher work happiness, top management of a company should endeavor to create a work environment which can make middle managers to have negative emotions which can make middle managers have higher self-efficacy and then to have a higher work happiness. We develop and validate an organizational happiness process of how work pressure will transcend into to organizational happiness, when middle managers are under work pressure, how work pressure contribute to creativity behavior and self-efficacy, when middle managers become more creative and high-self-efficacy, moderated by negative emotions. Therefore, we will investigate the effects of negative emotions on creativity behavior and self-efficacy. We develop and test the research model of organizational happiness. The survey was generated the data from the middle managers who worked for the listed company including top 1000 manufacturing, top 500 service and top 100 financial companies in Taiwan. We used structural equation modeling (SEM) by Amos to test the theoretical model and Regression analysis by Spss to test the hypothesized model. The importance of helping middle managers to be happy at work may be increasing. As for listed companies, employers will be more willing to improve happiness for employees or managers, and offering some plans for improving happiness at work because they will treat it as a worthy goal. Employers and employees are generally more loosely connected. Employer–employee relationships seem to be more contingent on both parties being satisfied with the exchange and continuing to meet each other’s expectations. Ming-Huei Chen Hsing-Ning Su 陳明惠 蘇信寧 2017 學位論文 ; thesis 49 en_US |
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碩士 === 國立中興大學 === 科技管理研究所 === 105 === This thesis expects to offer a better understanding of how middle managers deal with the pressure they feel at work and make their job a happy experience. This study also provides practical implications. In order to cultivate middle managers’ self-efficacy for higher work happiness, top management of a company should endeavor to create a work environment which can make middle managers to have negative emotions which can make middle managers have higher self-efficacy and then to have a higher work happiness.
We develop and validate an organizational happiness process of how work pressure will transcend into to organizational happiness, when middle managers are under work pressure, how work pressure contribute to creativity behavior and self-efficacy, when middle managers become more creative and high-self-efficacy, moderated by negative emotions. Therefore, we will investigate the effects of negative emotions on creativity behavior and self-efficacy. We develop and test the research model of organizational happiness.
The survey was generated the data from the middle managers who worked for the listed company including top 1000 manufacturing, top 500 service and top 100 financial companies in Taiwan. We used structural equation modeling (SEM) by Amos to test the theoretical model and Regression analysis by Spss to test the hypothesized model.
The importance of helping middle managers to be happy at work may be increasing. As for listed companies, employers will be more willing to improve happiness for employees or managers, and offering some plans for improving happiness at work because they will treat it as a worthy goal. Employers and employees are generally more loosely connected. Employer–employee relationships seem to be more contingent on both parties being satisfied with the exchange and continuing to meet each other’s expectations.
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Ming-Huei Chen |
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Ming-Huei Chen Wei-Hao Su 蘇瑋皓 |
author |
Wei-Hao Su 蘇瑋皓 |
spellingShingle |
Wei-Hao Su 蘇瑋皓 The Process of Work Pressure to Happiness: Emotions as Moderators |
author_sort |
Wei-Hao Su |
title |
The Process of Work Pressure to Happiness: Emotions as Moderators |
title_short |
The Process of Work Pressure to Happiness: Emotions as Moderators |
title_full |
The Process of Work Pressure to Happiness: Emotions as Moderators |
title_fullStr |
The Process of Work Pressure to Happiness: Emotions as Moderators |
title_full_unstemmed |
The Process of Work Pressure to Happiness: Emotions as Moderators |
title_sort |
process of work pressure to happiness: emotions as moderators |
publishDate |
2017 |
url |
http://ndltd.ncl.edu.tw/handle/94066448421804121194 |
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