本研究由正面情緒起始，探討人們受到不同正面情緒的影響時，因不同特性的正面情緒而產生不同的親社會行為(prosocial behavior)傾向，並於研究二探討當處於正面情緒下感知到社會的現實時，正面情緒所帶來的傾向是否仍能主導我們的行為傾向，本文共進行兩次問卷研究並利用T分配進行分析。

結果顯示，研究一部分成立，當導入正面情緒的友伴之愛(companionate love)與真實的自豪感(true pride)時，友伴之愛能有效增強對於人性的信賴，但自豪感則與其相反；友伴之愛能夠增強人們對於社會連結的傾向，而自豪感則是增強對於組織承諾的傾向；研究二則為探討當引起自豪感後對現實困難進行感知，自豪感所帶來的組織承諾是否仍能維持其效果，結果當自豪感帶來的組織承諾遇上了現實的困難時，其效果將大幅縮減。本研究希望能夠進一步提醒企業關於情緒管理的重要性，不但要注重將特定情緒融入自身之企業文化以及日常管理，同時也要注重強化員工關於情緒管理的培訓，並將其視為一長期的願景而維繫之，如此一來不但有助於日常的管理，當組織變革時也能幫助員工更快的適應。

This study starts with positive emotions and explores the different pro-social behavioral tendencies caused by different kinds of positive emotions when employees are affected by different positive emotions. In the second study, we explore the reality of social perception when we are under positive emotions. Whether the tendency brought by positive emotions can still dominate our behavioral tendencies. This paper conducts two questionnaires and uses T distribution for analysis.
The results show that part of the research is established. When introducing the love and true pride of positive emotions, the companionate love can effectively enhance the trust of human nature, but the true pride can’t. The companionate love can enhance the tendency of social connection, while pride is to enhance the propensity to commit to the organization; the second is to explore the perception of real difficulties after the sense of pride, whether the organizational commitment brought by pride can still maintain its effect, be proud When the organizational commitment brought by the sense encounters the difficulties of reality, the effect will be greatly reduced. This study hopes to further remind companies of the importance of emotional management, not only to integrate specific emotions into their corporate culture and daily management, but also to strengthen employees' training on emotional management as a long-term vision. And maintaining it, not only helps the daily management, but also helps employees adapt faster when the organization changes.

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