面對現今快速變遷的經營環境，全球化的挑戰使得企業的傳統功能式組織架構轉變成團隊式的工作型態，團隊中成員的情感感受是團隊式工作型態中很重要的一部份，工作團隊成員在執行工作時會發展出共同分享的心情與情緒，這些情感會影響個體成員的情感狀況，並且很微妙地、持續地的轉換與分享，進而形成團隊成員的情感氣氛，影響團隊個體成員所擁有的工作信念（Barsade, Ward, Turner & Sonnenfeld, 2000; Sundstrom, DeMeuse & Futrell, 1990）。
Collins（2002）認為公司成長的瓶頸不在於市場、技術、競爭、或產品，能不能延攬到適合的人才，並且留住人才，才是最重要的關鍵因素。在企業思路轉變之時，員工也開始從新的角度來看待工作，認為工作不僅僅是賺取薪水應付生活上的開銷，更進而從職場生涯中去尋找生命的意義與內在精神的滿足（Lips-Wiersma, 2002）。當人們的行為與內心深層價值觀一致協調時，幸福感就會產生，並促其全心全意投入活動（Waterman, 1993）。
綜上，本研究主要以團隊成員正向情感、個人與工作適配、幸福感對工作績效影響為研究主題，並以幸福感作為中介變項。本研究以國內壽險產業業務員為研究對象，發出215份問卷，問卷回收共計215份，並運用SPSS來驗證本研究之相關假設。研究結果發現：(1) 團隊成員正向情感與個人與工作適配對幸福感有正向影響；(2) 幸福感對工作績效有正向影響；(3) 團隊成員正向情感與個人與工作適配對工作績效有正向影響；(4) 團隊成員正向情感與個人與工作適配會透過幸福感對工作績效產生中介效果。

The face of environment’s rapidly changing on the business. the challenges of globalization makes the traditional organization’s structure into the team-based working style. the team members’ emotional experience is a very important part of the teamwork. Team members develope to share the feelings and emotions, these feelings will affect the emotional status of the other team members, and further become to the emotional atmosphere of the team members, affecting the beliefs of team members have（Barsade et al., 2000; Sundstrom et al., 1990）.
Collins（2002）said that the bottleneck of the company's growth is not the market, technology, competition, or products, hired the right talents and retaining talents are the most important key factors. When Business strategy became to change, employees also start a new perspective to look at the work. They think that the work is not just earn a salary to meet their overhead, there is a greater life meaning on their career（Lips-Wiersma, 2002）. When coordination on the people's behavior and deep inner values, the happiness will promote his or her heart into the activities（Waterman, 1993）。
In summary, this study is mainly to employees’ positive team affective tone, person-job fit, well-being and job performance for the research topic, and well-being as a moderating variable. In this study, we used the Insurance Industry’s sales as the research objects. We expected to offer 215 questionnaires, and a total of 215 questionnaires were collected, and we used SPSS to verify the underlying assumptions of this study.
The result shows that: (1) Employees’ positive team affective tone, person-job fit has a positive impact on the well-being; (2) well-being has a positive impact on the job performance; (3) Employees’ positive team affective tone, person-job fit has a positive impact on the job performance; (4) Well-being has partial moderating effect of Employees’ positive team affective tone and job performance, and well-being also has partial moderating effect of person-job fit and job performance.

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