前線服務人員於服務業當中扮演了非常重要的角色―公司與顧客互動之間的媒介，企業開始理解到或許先有開心的員工才會帶來開心的顧客，根據此概念，職場樂趣漸漸變成一種正向的企業文化，可以用來增強組織的目標，同時提高員工的承諾和工作滿意度，然而，職場樂趣和情緒勞動之間的關係，在過去鮮少有文獻提到。因此，本研究的目的是去探討職場樂趣對服務業前線人員的情緒勞動策略（表層演出和深層演出）及工作滿意度的影響，並且於本研究中也將性別納入考量，視為職場樂趣和前線服務人員情緒勞動策略之間的一項調節變數。本研究主要是以台灣260位前線服務人員為對象，進行問卷調查與假設的驗證，研究結果顯示職場樂趣和表層演出呈負相關；和深層演出呈正相關。此項研究除了對職場樂趣和情緒勞動之間的關係有進一步的了解，並為服務產業之公司在員工管理之實務上提供更明確的依據。

Frontline service employees (FSEs) in the service industry play an important role as they are the medium through which companies interact with customers. Organizations nowadays start paying attention to the idea that “Happy Employees Produce Happy Customers.” Following that concept, workplace fun becomes positive organizational culture that can be used to enhance the goals of the organization while increasing an employee’s commitment and job satisfaction. However, the relationship between workplace fun and emotional labor, the performance of various forms of emotion work, has seldom been mentioned. Therefore, the purpose of the study is to examine the impact of workplace fun on emotional labor strategies (surface acting and deep acting) and job satisfaction among frontline employees in the service industry. This study also considers gender as a potential moderator on the impact of workplace fun on emotional labor strategies. With a survey sample of 260 frontline service employees in Taiwan, workplace fun was found to have a negative relationship with surface acting and a positive relationship with deep acting. This study contributes to a better understanding of the relationship between workplace fun and emotional labor, and provides insights for service firms in employee management practices.

Table of Content
Abstract…………………………………………………………………………...………. i
Table of Content………………………………………………………………..…………iii
List of Exhibits ……………………………………………………………………………iv
List of Figures………………………………………………………..……………………iv
Chapter 1 Introduction……………………………………………………………………..1
1.1 Research Background……………………………………………………………..1
1.2 Research Purpose………………………………………………………………….3
Chapter 2 Theoretical Background and Hypotheses Development………………………..4
2.1 Workplace Fun……………………………………………………………………4
2.2 Workplace Fun Activities and Experienced Fun………………………………....6
2.3 Experienced Fun and Emotional Labor Strategies………………………………..7
2.4 Emotional Labor Strategies and Job Satisfaction……………………..…………10
2.5 Experienced Fun and Job Satisfaction………………………………………...…11
2.6 Moderating Role of Gender on the relationship between
Experienced Fun and Emotional Labor………………………….…....…………11
Chapter 3 Methodology.....………………………………………………………………..14
3.1 Data Collection and Participants……………………………………………..….14
3.2 Measures………………………………………………………………………...15
Chapter 4 Results…………………………………………………………………………17
4.1 Reliability and Construct Validity Tests………………………………………....17
4.2 Tests of Hypotheses……………………………………………………………...19
4.3 Follow-up analyses……………………………………………………………...23
Chapter 5 Discussion……………………………………………………………………..25
5.1 Discussion and Implications…………………………………………………….25
5.2 Managerial Implications……………………………………………………..….27
5.3 Limitations and Future Research…………………………………………….….28
5.4 Conclusion………………………………………………………………………29
Reference…………………………………………………………………………………30
Appendix A...…………………………………………….....……………….……………34

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