被他人拒絕雖然是生活常見的場景，但卻是每個人都不樂見的場景。Downey與Feldman（1996）指出了每個人在面對被拒絕的感受與反應傾向不同，以依附理論（attachment theory）為基礎提出並發展「拒絕敏感度（rejection sensitivity）」。高拒絕敏感度的個體傾向焦慮地預期他人的拒絕信息，易於覺察被拒絕的信息，然後在真正接受到拒絕信息後產生出過度反應。本研究以台灣員工為對象探討：(1) 員工針對不同對象（主管與同事）的拒絕敏感度與員工效能（工作績效、工作滿意度）；(2) 情緒勞務（emotional labor）在上述關係中的調節作用。
本研究先透過關鍵事例法收集在工作場域中曾經被拒絕的經驗，編制一套適用於工作場域的拒絕敏感度量表後，透過資訊提供人進行問卷資料收集。結果顯示：(1) 拒絕敏感度對工作績效沒有影響，但能負向預測工作滿意度，且對主管的拒絕敏感度之影響大於對同事的拒絕敏感度之影響；(2) 表層演出會強化對主管的拒絕敏感度與工作績效間的負向關係；(3) 深層演出在不同對象的拒絕敏感度對員工效能的負向關係中皆具有弱化作用。最後，本文針對研究結果進行討論，並闡述研究貢獻、限制與未來研究方向。

In 1996, Downey and Feldman proposed the concept of “rejection sensitivity” (RS) and it was defined as “people anxiously expect, readily perceive, and overreact to it”. This study aims to investigate how RS in workplace affect employees’ effectiveness (namely, job performance and job satisfaction), and the moderating effects of emotional labor in the relationship. In study 1, we collected 128 cases of rejection in workplace with critical incident technique (CIT) and construct our own rejection sensitivity questionnaire for workplace, the targets were differentiated into supervisors and coworkers. In study 2, we collected data using survey techniques with the help of informants. Our results are (1) RS is unrelated to one’s job performance, but it is related to one’s job satisfaction, RS towards supervisor has more impact than RS towards coworker; (2) Surface acting strengthen the negative effects of RS towards supervisor to job performance; (3) Deep acting weaken the negative effects of RS to employee effectiveness. Finally, the results are discussed.

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