組織內口譯員作為組織的一員，現有研究卻少有探討組織內口譯員與組織間的關係，因此本研究以組織支持理論為基礎，探討台灣組織內口譯員（in-house interpreter）的知覺組織支持（perceived organizational support, POS）。本研究結合量性研究的問卷法與質性研究的半結構式訪談法，以Eisenberger et al. (1986) 的知覺組織支持問卷（Survey of Perceived Organizational Support, SPOS）為基礎，調查了13位任職於台灣的組織內口譯員的POS，發現受訪者的POS均為正向，可見受訪之組織內口譯員均能感受到組織的支持。除此之外，本研究也發現組織規模與制度、口譯員的支援性質、以及口譯服務對象對口譯員的依賴程度三項因素對組織內口譯員的知覺組織支持影響甚鉅，且這三項因素均可收斂至一個核心原因，即為對口譯員的尊重、認可與肯定等社會情緒需求：若組織內口譯員的社會情緒需求獲得滿足，亦將隨之產生正向POS。此項發現也與組織支持理論中，員工的社會情緒需求需要獲得滿足一項結論相符。除了了解組織內口譯員的知覺組織支持現況，本研究也期望在協助組織內口譯員與組織共好方面做出貢獻，因此也歸納出了組織內口譯員對組織、對組織內口譯員同行的建議：組織內口譯員應做到概念形同教育客戶的「教育組織」，以正式或非正式的方式，使組織管理者和組織成員更加了解口譯員的需求與工作限制，而組織應該尊重口譯員的專業，盡最大努力達成口譯員口譯工作的所需，並確保口譯員的社會情緒需求獲得滿足，即可促進組織與組織內口譯員的共榮共好。

In-house interpreters are members of organizations; however, existing research rarely explores the relationship between in-house interpreters and their organizations. Therefore, this study, based on Perceived Organizational Support (POS) Theory, investigates the perceived organizational support of in-house interpreters in Taiwan. This research adopts a mixed-method approach based on the Survey of Perceived Organizational Support (SPOS), proposed by Eisenberger et al. in 1986, combining quantitative surveys and qualitative semi-structured interviews to examine the POS of 13 in-house interpreters working in Taiwan. The findings reveal that all participants reported positive POS, indicating that the in-house interpreters investigated feel supported by their organizations. Furthermore, the study identifies three key factors that significantly impact in-house interpreters' POS: (1) organizational size and structure, (2) the supporting role of interpreters, and (3) the degree of reliance on interpreters by service recipients. These factors converge on a core underlying cause—the fulfillment of interpreters' social-emotional needs, such as respect, recognition, and affirmation. When these needs are met, interpreters experience higher POS, aligning with POS Theory's assertion that employees' social-emotional needs must be fulfilled to foster perceived organizational support. Beyond examining the current state of POS among in-house interpreters in Taiwan, this study aims to contribute to the mutual well-being of both interpreters and organizations. The findings suggest that in-house interpreters should take on the role of "educating the organization," akin to freelance interpreters’ obligation of client education, by formally or informally raising awareness among managers and colleagues about interpreters' needs and work constraints. Organizations, in turn, should respect interpreters' professional expertise, make every effort to support their work requirements, and ensure their social-emotional needs are met. By doing so, organizations can foster a collaborative and mutually beneficial relationship with in-house interpreters.

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