As the growing living standard, the public have higher and higher expectation to the health-care service. On the other hand, under the pressure of cost and budget limitation, the hospitals would like to enhance the competitively have to promote their service quality. Research has indicated that the nursing personnel¡¦s working attitude and behavior has significant influence to the patient¡¦s impression. For this reason, it is necessary to clarify what is the factor that would affect nursing personnel¡¦s service behavior. This research used the method of questionnaire survey, and collected the data from 8 hospitals. In this study, transformational leadership is used as the independent variables, organizational commitment is used as the mediate variable, psychological empowerment is used as the moderate variable, and customer-oriented organizational citizenship behavior is used as the dependent variable. The purpose of this research is mainly to find out the relationship among transformational leadership ,organizational commitment, and customer-oriented organizational citizenship behavior. Furthermore, using the psychological empowerment as the interfered variable, the study would investigate the effect the psychological empowerment to transformational leadership, organizational commitment, and customer-oriented organizational citizenship behavior. The important discoveries are stated separately as follows: (1) Transformational leadership is positively significant to customer-oriented organizational citizenship behavior. (2) Organizational commitment has influences to customer-oriented organizational citizenship behavior. (3) Transformational leadership is positively significant to organizational commitment. (4) Organizational commitment is found to have a partial mediating effect between transformational leadership and customer-oriented organizational citizenship behavior. (5) Psychological empowerment is found to have a partial moderating effect between transformational leadership and customer-oriented organizational citizenship behavior. According to the results of research, some suggestions are provided: (1) Reinforce the transformational leadership to promote the nursing personnel¡¦s organizational commitment. (2) The supervisor should emphases on the vision of providing excellent service quality to encourage the nursing personnel¡¦s customer-oriented organizational citizenship behavior. (3) Empower the nursing personnel and educate them knowledge and skills that are needed to delivery better service. (4) Value the feedback system for service performance.

The associations between personality, impression management, and organization citizen behavior are discussed. The questionnaire used at current study is designed cross-sectional, containing Self-Monitoring Scale, Machiavellianism Scale, Self-Efficacy Scale, Impression Management Scale, and Organizational Citizenship Behavior Scale, administered to 247 supervisors and 247 employees. The validate response rate was 96.1%. Multivariate analytical results indicated that the differentiations between employees might affect their involvement with impression management; supplication and intimidate tactics may be the intervening variables between Machiavellianism and Organizational Citizenship Behavior; General & Specific Self-Efficacy would directly influence Organizational Citizenship Behavior, which indicates the supervisors¡¦ perception of employees will directly affected by General & Specific Self-Efficacy.

The Research of Organizational Citizenship Behavior for Contracted Employees and Formal Employees in the Legislative Yuan¡ÐThe Moderating Effect of Organizational Justice Abstract The organizational citizenship behavior (OCB) is altruistic behavior beyond formal norms performed by members of an organization. Empirically, it has been established that OCB serves to lubricate within-organizational interactions, enhance organizational performance, improve service quality as well as customer satisfaction, and helps to prevent members from leaving the organization. Given these facts, OCB is especially important to the service-oriented public sector. Up to this stage, however, we have seen relatively few local discussions on how OCB can be affected by employment status, and even less on the moderating variables that influence the relationship between OCB and employment status. The purpose of this research is to study differences in organizational citizenship behavior between contracted and formal employees in the Legislative Yuan. Furhtermore, the study tries to explore how organizational justice moderates the impact employment status has on organizational citizenship behavior. The major findings of this study are as following: (1) Relative to formal employees, contracted employees are less conscientious,but not significantly different in the ¡§en-teamed¡¨, ¡§loyalty¡¨ and ¡§enthusiasm¡¨ variables. (2) The moderating effect of organizational justice is obvious. There are significant differences between contracted and formal employees in their ¡§en-team¡¨, ¡§conscientiousness¡¨, ¡§loyalty¡¨ and ¡§enthusiasm¡¨. Contracted employees scored lower than formal employees in these variables. Key words : Organizational Citizenship Behavior, Employment Status, Organizational Justice, Distributive justice, Formal procedural justice, Interactional justice

Organizational citizenship behaviors are extra-role behaviors that are costless to the organizations / however they play important roles in filling the gaps that are not prescribed in job descriptions or contracts of the employees. Organizational citizenship behaviors are important for lubricated functioning of the organizations. Although there are quite a number of studies on organizational citizenship behaviors, previous research has not considered identity salience among their antecedents. The main purpose of this study was to investigate the relationship between identity salience and organizational citizenship behaviors. The second purpose of this study was to investigate the moderating effect of occupational commitment on the relationship between identity salience and organizational citizenship behaviors. A survey was conducted at the project groups of seven companies and 13 non-profit organizations, each of which has multinational work-force. The number of the participants was 242. After the outlier analyses, 204 cases were left for further study. Regression analyses were performed on the data to test the relations of the variables. In line with the expectations, saliences of gender, national, and occupation identities negatively predicted several dimensions of organizational citizenship behaviors. Contrary to the expectations, occupational commitment did not moderate the relation between identity salience and organizational citizenship behaviors.

Existing literature indicates that transformational leadership, job satisfaction, organizational commitment, and organizational citizenship behavior are very important for effective organizational functioning. Previous research on citizenship behaviors made limited contribution to the literature, since it mainly did not consider the relationships between transformational leadership and organizational citizenship behaviors together with the influences of job satisfaction and organizational commitment. This study tried to test a new model of the relationships among transformational leadership, job satisfaction, organizational commitment, and organizational citizenship behaviors. The main purpose of the study was to investigate the influences of transformational leadership on organizational citizenship behaviors. The second purpose of this study was to investigate the mediating effect of job satisfaction and organizational commitment on the relationship transformational leadership and organizational citizenship behaviors. A survey was conducted in a public bank with 148 participants. The employees rated the items that measured transformational leadership, job satisfaction, and organizational commitment, and organizational citizenship behavior. After the outlier analyses, 137 cases were left for further study. Hierarchical regression analyses were performed on the data to test the relations of the variables. In line with the expectations, transformational leadership, job satisfaction and organizational commitment predicted organizational citizenship behaviors. Moreover, affective commitment and normative commitment partially mediated the relationship between transformational leadership and organizational citizenship behavior. Contrary to the expectations, job satisfaction did not mediate the relation between transformational leadership and organizational citizenship behavior.

The present study intends to examine the influence of workplace bullying incidents on the organizational justice perceptions of targets and by-standers with respect to organizational procedures, supervisory treatment and distribution of pay/reward schemes together with the performance of organizational citizenship behavior. For this purpose, six different public institutions in Ankara and Izmir are selected. A total of 288 white-collar public employees filled out the questionnaire where one third of the participants label themselves as being exposed to workplace bullying behavior in the last six months. As hypothesized, findings support the view that workplace bullying experience plays a significant negative role in organizational justice and citizenship behavior perceptions after controlling the significant effect of demographic variables. Besides, within this context, the ultimate effect of bullying on employees is bifurcated in terms of whether an individual has either target or bystander status.

In the extant literature, it is possible to find many studies focusing on antecedents of OCB, both cognitive factors and affective factors. However, previous research made limited contribution to the literature, since it did not focus on an integrative model covering both cognitive and affective factors. In this study it was aimed to search an integrative relationship among OCB, cognitive factors and affective factors. Following previous literature, justice perceptions and mood states of employees were taken as cognitive and affective factors respectively. Main purpose of this study is to see the individual influence of justice perceptions and positive mood states on OCB, while also testing a possible mediating role of justice perceptions between positive mood states and OCB. A Turkish public bank was chosen for conducting the survey. After missing value and outlier analysis 210 participants were left. Employees of the bank were asked to rate the items measuring OCB, justice perceptions and mood states. Hierarchical regression analyses were used to test suggested propositions. In line with literature, both aggregate variable of justice perceptions and positive mood states were found to be positively associated with OCB. However, justice perceptions

Organizational citizenship behaviors are extra-role behaviors that are neither enforced on the basis of formal role obligations nor guarantee compensation such as promotion or salary. Previous researches focused on organizational commitment as an antecedent and a predictor and organizational culture as a predictor of organizational citizenship behavior. However, there has not been any detailed research exploring the relationship between organizational citizenship behavior, organizational commitment, and organizational culture / which is the main purpose of this study. Moreover, this study searched the mediating effect of organizational commitment on the relationship between organizational culture and organizational commitment, organizational commitment as being one of the most prominent and potential mediators of the relationship between job characteristics and organizational citizenship behavior. A sample of 125 academicians from Middle East Technical University (METU), Ankara, was selected and conducted a survey. In accordance with the hypotheses, the results indicated, organizational culture with its several dimensions predicted organizational citizenship behavior and its dimension of civic virtue and sportsmanship. Organizational commitment predicted organizational citizenship behavior, whereas, only affective commitment dimension of organizational commitment predicted organizational citizenship behavior and the dimensions of OCB / altruism, civic virtue, conscientiousness, sportsmanship but not courtesy. The effect of organizational culture on organizational commitment was partially supported. It is supported that organizational culture and only its dimension of mission predicted organizational commitment, and its dimensions of affective and normative commitment. Finally, for the mediating role of organizational commitment, only affective commitment has a mediating role between organizational culture and organizational citizenship behavior.

The research on person-organization fit has attracted the attention of both scholars and managers in recent years. During organizational transformation, it is very important to have employees who can identify with the administration of the company and struggle for the company's future. This will enable the company to keep competitiveness and flexibility to confront environmental challenges. In this paper, Taiwan Salt Industrial Corporation (TSIC) is chosen as the subject for case study and several methods were used; including stratified sampling method and interviews with top manager. The value construct technique modified by Cable & Judge combined with template-matching technique by Bem & Allen were adopted to study person-organization fit in the company. Then, by statistical methods, the influences of person-organization fit on organization commitment and organization citizenship behavior were predicted. The major empirical findings of this study are as follows: 1. There are differences between the ideal culture values that employees wish for and those they really perceive. 2. Person-organization fit is related to employee's demography. 3. It is significantly positive trend to predict intent to remain, organization commitment and its factor, organization recognition, of employees by their person-organization fit 4. Organization citizenship behavior of employees is less significant related to their person-organization fit. 5. The age and tenure of employees has a significantly positive relationship with organization commitment and its factor, organization recognition; however, education level of employees has a negative one with organization recognition.

In recent years, there is a significant change in consumers¡¦ cognition and values owing to the transition of financial conditions, and a sort of more diversified financial service is demanded to cater for their needs. Since the openness of financial market in 1990, our human resources of professional intellect never reach the anticipated level of advance because no appropriate regulation on the running tactics of financial institutions is made, besides the want of foresighted projects on financial market, ethical climate in financial institutions, definite and concrete reconstruction of organizational commitment. As a result, financial proprietors surged into the market upon the openness, forming a superficial feature of flourishing development; on the other hand, the deteriorating competition behind the prosperity causes trust-granting quality to go down and consequently the rate and amount of overdue loan to go higher and higher. In the meanwhile, the opportunities of nationally economic development get corrupted. Many researches prove the ethical climate and organizational commitment do have effect on organizational citizenship. This research is aimed to find out the degree the trust-granting staff¡¦s ethical climate and organizational commitment influence the organizational citizenship by studying the personal characteristics and position properties. It also expects follow-up researches will further probe into the difference and correlation between the ethical climate and organizational commitment of the trust-granting staff with the final say in order to build more positive and active ones, so as to enhance a more positive trust¡Vgranting attitude and behavior. Taking trust-granting staff of financial institutions in Kaohsiung-Pingtung area as subjects, this research gave out 125 copies of questionnaire and recovered 120 effective. With fidelity analysis, descriptive analysis, factor analysis, single factor variance analysis, Pierson correlation analysis, and typical correlation analysis, we can conclude as follows. 1. Subjects¡¦ research variances are: (1) Ethical climate: legislative orientation, care orientation, and independent judgment. (2) Organizational commitment: affectional commitment, continuous commitment, and moral commitment. (3) Organizational citizenship: the manifestation of both cognition or attitude in terms of sticking to own duty and organizational public welfare lies above the medium or high levels. 2. Based on personal characteristics or position properties, the subjects who have highest manifestation in their cognition and attitude in each dimension are: (1) Legislative orientation: female, 40~49 years old, single, under junior college, incumbent clerk. (2) Care orientation: male, over 50 yeas old, married, above university, director. (3) Independent judgment: male, over 50 years old, married, under junior college, incumbent clerk. (4) Affectional commitment: male, over 50 years old, married, above university, director. (5) Continuous commitment: male, 30~39 years old, married, over university, former director. (6) Moral commitment: female, over 50 years old, married, under junior college, director. (7) Sticking to own duty: female, over 50 years old, married, under junior college, director. (8) Organizational public welfare: female, over 50 years old, married, under junior college, director. 3. The research variances that have apparent correlation: (1) legislative orientation: care orientation, affectioal commitment (2) Care orientation: independent judgment, affectional commitment, moral commitment. (3) Independent judgment: moral commitment (4) Affectional commitment: moral commitment (5) Continuous commitment: moral commitment (6) Sticking to own duty: organizational public welfare, legislative orientation, care orientation, affectional commitment, moral commitment (7) Organizational public welfare: affectional commitment, moral commitment. 4. Both ethical climate and organizational commitment have an obvious correlation with organizational citizenship. According to the conclusions, we recommend the following suggestions: 1. To financial institutions: (1) Carrying out internal legislative curriculum and drills; (2) Carrying out external legislative and related case curriculum and drills; (3) Appointing with discretion the managerial personnel of operating units; (4) Cultivating staff¡¦s team spirit; (5) Reconstructing the financial ethics of discipline and order. 2. To succeeding researchers: (1) Broadening the researching samples; (2) Studying the attitude of incumbent and former managers¡¦ ethic climate and organizational commitment toward the trust-granting acts.