| Summary: | 碩士 === 東吳大學 === 企業管理學系 === 107 === Most studies on prosocial behavior have focused on antecedents that trigger prosocial behavior in children and adolescents while neglecting how prosocial behavior affects employees’ work outcomes. To address this problem, this study examined the effect of deep and surface prosocial behaviors on employees’ work outcomes (i.e.,knowledge-sharing behavior, job performance, and prosocial fatigue) and the moderating role of prosocial pressure. Two types of prosocial behavior scales were developed for this study. The hypothesized model was tested using data from 274 manager–employee dyads, and the results revealed the following: (1) deep prosocial behavior has a positive effect on knowledge-sharing behavior and job performance and has a negative effect on prosocial fatigue; and (2) surface prosocial behavior has a positive effect on prosocial fatigue. Theoretical and practical implications of the findings are discussed at the end of this study.
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