Study objectives: Examine ambulance personnel’s perceptions of skills / training and knowledge with regards to the existing mechanical / manual compressions and frequency of training during a work shift. Do ambulance personnel think that mechanical compressions increase survival? Are there concerns that the device could damage the patient? Design: A cross-sectional study, quantitative approach with qualitative elements was conducted. Methods: Questionnaire form, which was answered by 44 ambulance personnel in an ambulance organisation in Sweden. Participants were on a scale of 1-5 to select how they agree with the claims of the study form and also submit their own comments. The questions were compiled with SPSS 17.0. A content analysis was conducted of participants' comments. Results: Ambulance personnel believe that practice is necessary, but that in general this training is not carried out frequently enough. The training is not prioritised. Colleagues are overwhelmingly positive when spontaneous training is initiated. Better procedures and training materials mentioned as a factor strengthening conditions. It is considered equally important to have good knowledge of the performance of manual chest compressions, not relying solely on the mechanical ones. No one expressed any immediate concerns that mechanical chest compressions could cause damages, but stated that mechanical chest compressions do make a difference in a positive way in comparison to the manual ones. Conclusion: Exercise is not prioritized. Exercise routines should be reviewed. Availability of training material and its quality can be optimized. There is a need to identify attitudes to exercise and is important to find ways to create motivation and practice pleasure.

The main purpose of this research, which are based on Ferris, Adams, Kolodinsky, Hochwarter, & Ammeter, (2002). revised model, is to explore the relationship between perceptions of organizational politics and the member of position, the member of tenure, the formalization, and the centralization. There are 2133 questionnaires provided from public and private hospitals, public and private schools, government agencies, public and private service industries, manufacturing, private financial institution, the high-tech industries and traditional industries. Questionnaires¡¦ response rate are 91.0%. Available response rate are 88.6%. The data were analyzed by descriptive statistics, reliability analysis, correlation, and hierarchical linear model. The major results of this study are as following: 1. The member of position has a significant effect on perceptions of organizational politics. 2. The member of tenure has no effect on perceptions of organizational politics. 3. Formalization has no effect on perceptions of organizational politics. 4. Centralization has a significant effect on perceptions of organizational politics. 5. Formalization has no moderate effect on the relationship between the member of position and perceptions of organizational politics. 6. Formalization has no moderate effect on the relationship between the member of tenure and perceptions of organizational politics. 7. Centralization has no moderate effect on the relationship between the member of position and perceptions of organizational politics. 8. Centralization has no moderate effect on the relationship between the member of tenure and perceptions of organizational politics.

The current research aimed to investigate the relationships among perceptions of organizational change, job stress, and the Big-five personality traits of the employees in Kaohsiung Education bureau after the merge. Three hundred questionnaire were distributed via purposive sampling and 244 of them were valid. The response rate was 81.33%. Data analysis involved descriptive statistics, t-test, one-way ANOVA, Pearson¡¦s product-moment correlation, and multiple regression. The results showed that both perceptions of organizational and job stress among the employees in Kaohsiung Education Bureau were greater than a moderate level. Job stress was not associated with sex, age, working years, and parenthood. Unmarried employees reported higher job stress than did those who married. Perceptions of organizational change, neuroticism, and openness predict the job stress. According to the present findings, implications for administrators and future studies were discussed.

The influence of peers and peer norms is a significant health determinant of adolescent sexual activity, yet little is known in health education about differences between peer pressure and friend pressure on adolescents. The objective of this study was to investigate differences between social norms among friends and social norms among peers and determine if differences influence adolescents’ sexual risk perceptions. As a secondary data analysis of the 2006 Adolescent Health Risk Behaviors Survey data, this study included 915 adolescents in grades 8, 10, and 12 who completed questions pertaining to perceived sexual activity rates and perceived risks from having unprotected sex. T-tests, analyses of variance, and linear regression analyses indicated that adolescents perceived a difference between social norms among peers and social norms among friends and that these differences influenced risk perceptions differently. Future research should explore how social norms among friends influence adolescents’ risk behaviors and how to incorporate this focus into effective and efficient sex education efforts.

The purpose of this study was to gain insight into the beliefs of teachers about their African American students. The Cultural Awareness and Beliefs Inventory (CABI) was used to measure the perceptions and attitudes of urban teachers‘ cultural awareness and beliefs for the purpose of designing professional development. The themes which emerged from the first study include: (a) teachers devalue students‘ home and family environment; (b) teachers‘ beliefs about their ability to teach all children; (c) teachers have negative perceptions of the school environment; (d) teachers and student have cultural mismatch; and (e) . The themes which emerged from the second study include: (a) teachers find the behaviors of students to be challenging and (b) teachers do not feel supported. In the third study, a constant comparative method was used to analyze the teachers‘ written responses.

Based on the model of Perceptions of Organizational Politics by Ferris, Russ and Fandtand (1989), this study tries to understand, through ¡§party identification¡¨ as a moderator variable, whether party identification in practical politics has a managerial insight in organizational politics. Accordingly, the purpose of this study is to examine the relationship between perceptions of organizational politics and organizational commitment, as well as whether party identification has a moderating effect. Data for this study is drawn from the secondary data, 1632 sample size collected by Dr. Chin-ming Ho and his research team throughout 2002. It is found using the multivariate analysis 1) perceptions of organizational politics are negatively associated with organizational commitment, 2) perceptions of organizational politics are negatively associated with normative commitment, 3) perceptions of organizational politics are negatively associated with affective commitment, 4) perceptions of organizational politics are partially positively associated with continuance commitment 5) perceptions of organizational politics have a significant effect on organizational commitment in every dimension, 6) party identification has no significant differences in perceptions of organizational politics and organizational commitment, 7) party identification has a moderating effect on perceptions of organizational politics and organizational commitment; namely, the difference of party identification has a significant effect on perceptions of organizational politics and organizational commitment.

Abstract In recent years, many enterprises¡¦ organization structure were toward gradually to the ¡¥flat¡¦ from pyramid-like hierarchical system for avoiding slowdown in transmitting information and implementing any decision, and tended to have teamwork instead of individual workforce, from those employees gained more power to involve in the organization decision. And, such trend led to the increase of interaction and reliance on each member or divisions of organization. Yet, the increment of job overlap meant overlap in job performance, the manner of ¡¥selfish¡¦ human beings have plus independence of individual job triggered the fight of power and benefits, the political behaviors, ¡¥contending prize shifting blame¡¦, were emerged from ¡§employee-employee¡¨ even ¡§employee-supervisor¡¨. Perceptions of organizational politics are engaged in research in employee¡¦s feeling about the political behaviors in his working environment. For years, there¡¦re various definitions about organizational politics proposed by researchers in this field, organizational politic behaviors as well. In running business, employees are required good job attitude by employer, but on the other hand, employees are accompanied the rising of political behaviors in organization. What environment would result in action taken by people ¡¥perception of fact¡¦, not ¡¥truth of fact¡¦, after all, what consequence would it be taken? That¡¦s worthy of consideration. The mainframe of this research is based on the variables of perceptions of organizational politics model proposed by Ferris et al (1989), the domestic public¡Bprivate enterprises are the examined objects, studying the variables influence on perceptions of organizational politics, and the difference between public and private employees to perceptions of organizational politics. Issued 3651 questionnaire, the sample consisted of 2306 employee; the collecting rate reached 63.16% The data being examined by statistic method as variance analysis, Pearson¡¦s r, correlation analysis, multiple linear regression analysis etc., and the findings are as follow: ¤@. Through exploratory study, three dimensions were contributed to perceptions of organizational politics: 1. Employee and Supervisor behavior 2. The range between policy and practice 3. Keeping silence for advantage ¤G. The difference found by individual variables in perceptions of organizational politics: 1. Significant difference was found in Age¡Beducation¡Bworking tenure and the tenure with supervisor. 2. Significant difference was found in job ranks for both perceptions of organizational politics and three dimensions. 3. Significant difference was found in the employees of public¡Bprivate organization¡FThe public employees have higher perceptions than privates¡¦. ¤T. The examining finding on influence hypothesis¡Gby multiple linear regression analysis¡F 1. In individual factors, significant influence was found in the personality characteristics of employees of public¡Bprivate organization for both perceptions of organizational politics and each dimension. 2. In working environment, negative influence was found in the promotion opportunity of public¡Bprivate organization for both perceptions of organizational politics and each dimension. 3. In organization factors, negative influence was found in job rank¡Borganization professionalization¡Bdemocratization for private employees in the perceptions of organizational politics, but no effect on public employees. 4. The variables to the variance explanation of whole explanation of perceptions of organizational politics, the public organization could be reached to 42.60%¡F 41.40% to private organization. This research indicated that there¡¦re some degrees of difference on the influence of perceptions of organizational politics at individual¡Borganization and environment factors of public¡Bprivate organization, after empirical studies, knowing there¡¦re vary personality characteristics in individual factors¡Bvary organization structure and difference of job characteristics, more significance in respective degree, more influence in the existence of perceptions of organizational politics, therefore, understanding more respective existent contributory factors of perceptions of organizational politics, helping enterprises more in finding right person to right place, and employee could find suitable enterprise to develop his expertise for mutual great advantage, that¡¦s the ultimate goal human resource management implemented eventally.

Abstract The employee left no matter voluntarily non-voluntarily from any organization, high turnover rate means increasing the time and cost of recruiting, selecting and training employee. Further more, it will reduce the competitiveness for any industry leading to non-effective operation, difficult to remain intellectual property as well. It surely is impairment to an organization. As critical employee left with preventable reason such as sensed with any political problem within the organization then it¡¦s not a good situation to any firm. Hence, the Company should try to reduce the bad impact from conception of organizational politics would improve the high turnover rate. This researcher intends to see the relationships between perceptions of organizational politics and employees¡¦ resignation inclinations and compare the difference of private organizations. The perceptions of organizational politics scale was translated by An-ming Lee according to Kacmar K. M., Carlson D. S. (1997), and resignation inclinations scale was modified by Chin-ming Ho according to Kai-yi Huang (1984). To analyze 948 effective examples by SPSS program of Correlation Analysis, One-way Anova analysis, Scheffe multiple comparisons, Regression Analysis, etc. and try to get the variables and the result of the research, 1. Different personal attributes variables of different industries have significant difference in perceptions of general political behavior. (1) For general service industry, people who have high-level manager would have the less perceptive for general political behavior than any position. And for high-tech manufacturer , technical staffs have the significant difference for general political behavior than middle-level manager. (2) For general service industry and high-tech manufacturer, different period of getting along with the supervisors have different significant. (3) For general service industry, different working period have significant difference than other industries. (4) For high-tech manufacturer, staffs¡¦ age has significant difference than other industries. 2. Different personal attributes variables of different industries have significant difference in perceptions of the difference between policy and enforcement. (1) For all of the researching industries, different positions have significant different. (2) For financial service industry and general service industry, different periods of getting along with their supervisors have different significant. (3) For high-tech manufacturer and traditional manufacturer industries, the marriage status have different significant. (4) For financial service industry, staffs¡¦ age have significant difference than other industries. 3. Different personal attributes variables of different industries have significant difference in perceptions of communication problem. (1) For financial service industry and high-tech manufacturer, different positions have significant different. (2) For general service industry and traditional manufacturer industry, different periods of getting along with their supervisors have different significant. (3) For high-tech manufacturer, staffs¡¦ marriage sttatus have significant difference than other industries. (4) For traditional manufacturer, staffs¡¦ age have significant difference than other industries. 4. Different personal attributes variables of different industries have significant difference in perceptions of organizational politics. (1) For all of the researching industries, different positions have significant different. People who has lower position would have the more perceptive of organizational politics. (2) For any service industry, different periods of getting along with their supervisors have different significant. (3) For high-tech manufacturer, staffs¡¦ marriage sttatus and age have significant difference than other industries. 5. The influence resignation inclinations while people have perceptions of organizational politics between the researching industries. (1) For all of the researching industries, excluded high-tech manufacturer, while people have higher perceptions of organizational politics will have higher resignation inclinations. (2) The personal attributes variables won¡¦t have any influence for resignation inclinations. (3) For all of the researching industries, while people have higher perceptions of the difference between policy and enforcement will have influence for resignation inclinations. (4) For financial service industry and general service industry, while people have higher perceptions of general political behavior will have higher resignation inclinations. (5) For all of the researching industries, excluded traditional manufacturer industry, while people have higher perceptions of communication problem will have higher resignation inclinations.

Abstract The investigation is to develop localized and suitable inventory¡@for measuring perceptions of organizational politics¡]OP¡^in domestic enterprises at first. The purpose of this study is to discuss the relationship among perceptions of organizational politics¡]OP¡^,organizational commitment and job performance by Taiwan domestic company.¡@There are provide 1150 questionnaires, which are retrieved 1003 ones, 954 are available. Questionnaires retrieved rate are 87.22%. Available retrieved rate are 83.00%.The data were analyzed by applying statistical methods, including factor¡@analysis, reliability, t-test, correlation, regression and canonical correlation analysis. The major findings of this study are as fallow: First, the perceptions of organizational politics is comprised three subscales: (1).Supervisor and Coworker Behavior, (2). Go Along to Get Ahead, (3). Organization Policies and Practices disaccord. Then, the more to Supervisor and Coworker Behavior, Organization Policies and Practices disaccord but the less normative commitment. The more to Supervisor and Coworker Behavior, Go Along to Get Ahead, Organization Policies and Practices disaccord but the less affective commitment. The more to Organization Policies and Practices disaccord lead to decrease task and contextual performance.

Abstract Government institutions are the largest service industry. Job involvement and job stress of employees have a lot to do with the efficiency of government administration. The study subject is based on soldiers, official employees, as well as educational employees. The purposes of this study are: 1) to demonstrate the concept of perceptions of organizational politics, job involvement, and job stress by means of literature review, 2) to address the effect of perceptions of organizational politics on job involvement and job stress through the evidence-based analysis, 3) to analyze which type of perceptions of organizational politics will increase job involvement or reduce job stress, 4) to provide the recommendations about how to improve job involvement as well as reduce job stress based upon the study results. The target sample contained one military institution, two administrative institutions, one public corporation, and two public schools through sampling. Data for this study were drawn from questionnaire surveys. Based upon the evidence-based analysis, it was found: 1) there was a slightly significant difference in the demography variable of after-grouped dimension of perceptions of organizational politics, 2) job involvement of employees was associated with the types of perceptions of organizational politics; among them, the ¡§optimism-and-communication-oriented¡¨ group had the highest job involvement, 3) job stress of employees was connected with the types of perceptions of organizational politics; among them, the ¡§dictatorship-and-authority-oriented¡¨ group endured the most job stress, 4) ¡§the distance between policies and practices¡¨ played a critical role in the effect of before-grouped dimension of perceptions of organizational politics on job involvement; there was no significant effect in the after-grouped dimension of perceptions of organizational politics, and 5) the effect of before- or after-grouped dimension of perceptions of organizational politics on job stress was dependent on the types. Based upon the results, it was recommended to government institutions: 1) to focus on partnership, and to create a interaction-centered environment, 2) to build up a fair, open, and reasonable mechanism of promotion and evaluation so as to boost morale, 3) to strengthen delegation, and communication channel, and 4) to focus on consultation and assistance for employees. In terms of long-term strategy, managers tend to mold the ¡§optimism-and-communication-oriented¡¨ group, as well as to avoid the bad effect the ¡§superficiality-and-speculation-oriented¡¨ group had on job involvement, and the higher job stress the ¡§dictatorship-and-authority-oriented¡¨ group brought to the employees.