雖然商展研究漸漸引起學術和實務界的重視，但是尚無明確的理論可以解釋如何提昇商展廠商的績效，此外，過去商展績效的研究，主要探討廠商與商展買主之間關聯，然而，商展主辦單位在整個商展活動中也扮演著相當重要的角色。因此，本研究以交易成本理論和關係行銷理論的觀點出發，同時納入參展廠商、商展買主與主辦單位等三個主體，以建構出展覽廠商績效模式。模式共區分成二部份，第一部份為中間變數效果，即參展廠商針對商展買主與主辦單位所採取的策略重點(資訊搜尋、信任、關係承諾)，對展覽廠商績效(接觸關鍵顧客目標、產品服務與銷售目標)的影響。第二部份則為前置變數(觀展者特徵及商展特徵)對中間變數的影響效果。另外，本研究考慮產業情形和參展產品實際情況，加入二個控制變數(競爭程度、產品╱服務的成本效益)。 本研究發現在中間變數效果方面，參展廠商在整個商展活動中對於商展買主所作的努力包含降低資訊搜尋、增加信任與關係承諾，對參展廠商接觸關鍵顧客目標或產品服務與銷售目標之達成，確實會有所幫助。然而，參展廠商對於商展主辦單位的努力就只著重在降低其資訊搜尋部份，探究主要原因是台灣廠商大部份是以中小企業為主，其廠商規模較小，人才與資金均不足，與過去商展的文獻中所研究對象大部份是以歐美國家的參展廠商為主，其參展廠商的特性與台灣企業不盡相同。 本研究也發現觀展者情形(資訊需求、層級水準、整體關係導向、及新購者或重購者)或商展本身(國際性或地區性商展、主辦單位非銷售導向) 即使在特徵上有所差異，參展廠商亦會針對商展買主或主辦單位採取不同的策略行為，以達到其績效目標。由此可知，就交易成本理論的觀點，不光是考量商展交易中相關的資訊搜尋成本，對於買主或主辦單位信任與關係承諾的重視，也是關係行銷理論中重要的中間變數。 最後，實證結果顯示當產業的競爭程度愈高時，對於商展的績效表現確實會產生負面的影響，參展廠商比較不容易接觸到關鍵的商展買主，及達成產品服務與銷售的目標。而當參展廠商的產品╱服務的成本效益較高時，比較容易接觸到關鍵的商展買主，對於參展廠商的產品服務與銷售績效也會有正面的幫助。

在經濟自由化、國際化潮流的衝擊下，公營事業「私有化」（privatization）自1980年代以來成為主流思潮，在國內政治、經濟、社會發展日趨成熟，以及公營事業機構經營績效普遍不彰的環境下，紛紛要求政府去保護、去壟斷、去管制，讓公營事業回歸市場競爭機制，於是行政院於1989年成立跨部會的「專案小組」負責推動民營化工作，惟民營化的腳步卻顯得蹣跚難以開展，直到1996年「國家發展會議」中才確立「加速民營化」的共識後，民營化政策乃如火如荼的展開。 歷經十幾年民營化推行的結果，弊端叢生，有淪為財團化、賤賣國產、政治酬庸工具、製造大量失業的疑慮，並嚴重損及員工既有的工作權益，而廣受訾議；近年來更質變為政府籌措財源的工具，以致員工抵制、抗爭民營化政策持續未歇，乃至遊說立法委員通過特別立法加以保護與刪減釋股預算等，百般推遲、阻撓民營化進度，究其原因，乃在員工預期民營化組織變革將帶來不確定性未來的集體共同認知使然，害怕減薪、裁員、失去工作保障、勞動條件改變、僱庸關係變更、喪失公務員身分、權力及社會地位降低、經濟利益減損、可用資源減少、工作量增加…等等。 本研究以公賣局為個案研究，公賣局為因應民營化的需要，改善經營體質，提升組織競爭力，從1996 年開始規劃實施一連串的組織變革措施中，主要進行人力精簡、組織調整及全面品質管理等三大重要變革措施，其中以人力精簡與組織調整對員工的衝擊影響最大；人力精簡從1997年到2003年10月底止，已精簡4371人，有1/3以上的員工選擇優惠離退，而組織調整的方式則以簡併、裁撤、遷廠方式為之，影響了數千名員工的工作地點、工作性質、人際關係與環境的變動，員工在經歷這些重大組織變革，其對民營化組織變革的認知情況如何，是否會反應在工作壓力與組織承諾上，所以本研究即以微觀的認知觀點，試圖從員工對民營化組織變革的不確定性認知切入，來探求民營化組織變革的不確定性認知，對員工工作壓力與組織承諾的影響情況，深切鋪陳員工心理層面的憂鬱、焦慮、徬徨的感受，以提供政府當局及變革推動者參考。 本研究除採用文獻探討法對過去學者研究文獻做一回顧與整理外，並使用問卷調查法，以2004年2月底留任在台灣菸酒公司流通事業部職員為研究對象，所得有效樣本462份資料，以描述性統計分析、因素分析、信度分析、t檢定、單因子變異數分析、皮爾森積差相關分析、逐步迴歸分析等統計方法予以分析。 本研究主要獲致結論如下： 在描述性統計分析方面，員工最擔心的是被減薪（87.9%）、職務或工作地點變動（82%）、被裁員或解僱（80.8%）、失去公務員身分工作權較無保障（78.8%）、以及對個人未來的事業生涯有不安與徬徨的感受（76.6%），除此之外，對未來角色的變更也充滿相當的憂慮，在變革過程中，員工也認為所獲取或接觸的變革資訊嚴重不足，也顯示參與決策與溝通的管道不夠暢通，並且也相信民營化組織變革將使組織發展更具變動性，在在均說明了員工對民營化組織變革充滿了不確定性的認知程度相當高。反應在工作壓力方面，則以「焦慮反應」最為嚴重，平均數比率為75.56%，其次為「工作過荷」的現象為70.82%，然其對組織的「價值及努力承諾」、「留職承諾」仍舊是非常高昂，平均數比率分別為71.8%、71.62%。 在差異性分析方面，發現有顯著差異者有：1.不同年齡、職位的員工對「變革資訊」的不確定性認知有顯著差異。2.不同工作類別的員工對「溝通疑慮」的不確定性認知有顯著差異。3.不同職位員工對「組織發展」的不確定性認知有顯著差異。4.不同職位的員工對「低自尊」有顯著差異。5.不同工作類別的員工對「留職承諾」有顯著差異。 在相關分析方面，民營化組織變革的不確定性認知與工作壓力呈高度正向相關，與組織承諾則呈中度負向相關，而工作壓力與組織承諾則呈高度負向相關。 在預測力分析方面，民營化組織變革的不確定性認知對工作壓力、工作壓力對組織承諾均具解釋力或預測力，且工作壓力對民營化組織變革的不確定性認知與組織承諾間具有中介效果，亦即留任員工對民營化組織變革的不確定性認知程度愈高，其工作壓力愈大，工作壓力愈大，則員工的組織承諾愈低。 本研究根據研究結論分別對政府、事業機構、員工及後續研究者提出建議，期以建構更完善的民營化政策、以及提出更完整、更具價值的研究成果。 關鍵字： 認 知 組織變革 工作壓力 組織承諾 / Under economy liberalization trend, as well as globalization influences, the public enterprise privatization became a leading trend starting from 1980s, Internal (domestic) politics, economy, society development is mature rapidly, and public enterprises management agency are generally not developing/improving, makes them requesting government to give up protection, monopolize, controls etc. in order to put the public enterprises into competitive market mechanism. Hence in 1989 Executive Yuan had set up a special team in charge for pushing government entity for privatization, although privatization moves was halting and difficult to develop at the start, untill 1996 the Country Development Meeting where participants has reached a common view to accelerate the privatization issue, the privatization became a hot topic like a raging fire that everyone is talking about. Over ten years after privatization was carried out, disadvantage clusters, conglomeration of companies, low price sales and quisling government properties, political bribing, unemployment misgivings, seriously damaging workers interests and rights, and became a widely discuss issues. In recent years it even deteriorated and spoiled into a fund raising tools, which made workers to boycott, then fights against privatization policy continues. And even canvassed legislators to enforce protection laws, truncate and write off budgets, all sorts of put off or deferred to obstruct and jeopardize the progress of privatization. Trace to its cause, worker anticipation that privatization will bring uncertainty in the future due to the change of the organization, salary reduction, lay off staff, loosing job indemnification, labor laws and regulation changes, relation alteration in the employment system, loss of civil servant status, social status and rights diminishing, economical benefits reductions, available resource decreasing, increase of workload etc, etc.. This research is based on Taiwan Tobacco and Wine Board as a case study, due to the need of privatization to improve its management, increase of competitiveness capability, starting from 1996 Taiwan Tobacco & Liquor Corporation has taken up a series of organization transformation measures, there were 3 major improvement measures, mainly on manpower simplification; organization adjustment and overall quality control management. Where the manpower and organization adjustment have the most direct influence to staff/workers; Manpower reduction has been started since 1997 and up till the end of October 2003, there were already 4,371 persons reduced, 1/3 above personnel choose the preferential leave quit, while re-organization is implemented using simplification, dissolve of companies, relocate of factories, this has affected thousands of staff/worker’s work place, jobs nature, relationship and environmental alterations. Upon they experienced all these significant re-organization major changes. How do staff/workers recognition towards organization changes due to the privatization effect? Will it reflect in their work commitment due to the work pressure and organization changes? This study is based on basic cognitive point of view, attempt to cut in from worker’s uncertain recognition to organization changes by privatization, seeking for uncertain recognition of organization transformation cause by privatization, the effect towards personnel work pressure and organization commitments, deeply elaborate personnel psychology disconsolation, anxiety, hesitation, in order to provide to government authority and the reformers for references. This research adopt and consolidate the previously research documentary retrospect, it also combine with questionnaires inquisition. Based on the research object from Taiwan Tobacco & Liquor Corporation Business Distribution Unit staff at the end of February 2004, obtained effective samples of 462 item and were analyzed with Descriptive Statistic Analysis method, Factor Analysis, Reliability Analysis, t-Test, One-way ANOVA, Pearson Analysis of Regression, Analysis of Stepwise Regression Statistical. The main conclusions of this research are as follows: Under descriptive statistic analysis salary reduction is the most worried case (87.9%), duty and or work place alteration (82%), lay off staff (80.8%), loss of civil servant status and work rights (78.8%), fear of personal future business career uncertainty hesitation (76.6%), in addition to this, anxiety to the future personal role’s alteration. And during the changes period, staff/workers felt if organizational changes information severely lack of, it also shows if decision makers has impeded the communication in between, and the belief that privatization of organizational changes will let the organization development full with alteration nature. This illustrates staff/workers have very high uncertainty cognition to the privatization of organizational changes. Reaction shown directly on work stresses, while anxiety reaction is the most severe case, average rating at 75.56%, following is work overloaded phenomenon with 70.82%, but to organizational value and effort commitment, retention commitment are still lofty, average ratio at 71.8% and 71.62% respectively. At divergence analysis, it is found there is a distinct difference at 1. Age differences: on duty staff/workers have a different opinion of uncertain cognition to organizational changes information. 2. Different job sections staff/workers have distinct recognition on communication misgiving uncertainty cognition. 3. Different position/grade personnel has a different recognition on organization development. 4. Different position/grade personnel has distinct recognition on low self-esteem. 5. Different Job sections staff/workers has different recognition on retention commitment. On correlation analysis, there is a high positive relationship between privatization of organizational changes uncertainty cognition and work stress, while it shows a medium negative relationship to organizational commitment; work stress and organizational commitment shows a high negative relationship. In forecast analysis, privatization of organizational changes uncertainty cognition and work stress, work stress and organizational commitment both equipped with elucidate and anticipation power, while work stress and privatization of organizational changes uncertainty cognition and organizational commitment are of intermediate effect, in other words for staff to remain in office will increase its recognition to privatization of organizational changes uncertainty cognition, work stress will be heavier, when work stress becomes bigger, staff/workers organizational commitment will become lesser. This research concludes for suggestions to government entity, enterprises, staff/workers and the fellow researchers to improve the privatization program and submit more valuable and complete study results. Key words : cognition 、organizational changes、work stress 、 organizational commitment

本研究主要目的在於探討激勵保健因素與公立高職兼職行政教師組織承諾之關係。採用文獻分析與問卷調查方式進行。 在文獻分析方面，首先針對激勵保健因素及組織承諾相關文獻進行蒐集、探討與分析。進而建立研究架構。 再以教育部94年度所公佈之92所公立高職兼職行政工作教師為研究對象，以激勵保健因素與公立高職兼任行政教師組織承諾關係之研究問卷為工具。以抽樣方式進行調查。 發出問卷644份，回收問卷635份，有效問卷609份，問卷可用率為94.6%。問卷回收後，使用描述性統計分析、單因子變異分析、皮爾森積差相關、逐步多元迴歸等方式進行資料分析，茲就研究結果加以討論。 本研究得到以下結論： 一、 公立高職兼職行政教師激勵保健因素呈現中等感受度。 二、 公立高職兼職行政教師激勵因素以「工作本身」感受度較高，「學習成長」感受度較低。 三、 公立高職兼職行政教師保健因素以「工作環境」感受度較高，「行政考核」感受度較低。 四、 公立高職兼職行政教師呈現良好組織承諾。 五、 公立高職兼職行政教師在組織承諾上以「努力意願」感受度較高，「續任兼職傾向」感受度較低。 六、 二十年以上服務年資兼職行政工作教師有較高的整體激勵保健因素知覺。 七、 擔任「主任」之兼職行政工作教師有較高激勵保健因素知覺。 八、 50歲以上兼職行政工作教師有較高的組織承諾。 九、 男性、已婚、高年齡、高職務、高服務年資、非商工或工商職校者，有較高的續任兼職傾向與組織承諾。 十、 擔任主任之兼職行政工作教師有較高「組織承諾」。 十一、 兼職行政工作教師對激勵保健因素之知覺愈高則會有愈高的組織承諾。 十二、 激勵保健因素能有效預測兼職行政工作教師之組織承諾，其中又以「保健因素」最具預測力。 十三、激勵保健理論使用於公立高職兼職行政工作教師，部分符合。 依據以上結論，本研究提出下列建議 一、 對學校單位建議 （一）增加進修管道，培養行政人才 （二）建立健全考核制度，拔擢優秀兼職行政工作教師 （三）簡化行政程序，增加工作人力，均衡工作之質量 （四）建立優質工作環境，提升兼職行政工作教師組織承諾 （五）確立學校發展方向，提升兼職行政工作教師組織承諾 （六）積極培訓資淺兼職行政工作教師，強化行政工作發展 （七）重視年長及資深兼職行政工作教師，建立行政工作傳承 二、 對兼職行政工作教師建議 （一） 積極參與學習，追求個人與組織成長 （二） 適時表達意見，協助學校建立完善之行政考核制度 （三） 針對重視之激勵因素分層面，持續續探索工作之樂趣 （四） 適時自我調適，持續服務之熱忱 / The purpose of the paper was mainly to investigate into the relationship between the motivation-hygiene factor and the organizational commitment of part-time administrative teachers in the public vocational high school. We adopt the literature analyses and the questionnaire ways. The first step of this study was to collect the relevant backgrounds with regard to the motivation-hygiene factors and the organizational commitments. The relevant literatures were proceeded the investigation, the discussion and the analysis and then these data were established the framework. Secondly, the Ministry of Education in 2005 year investigates the part-time administrative teachers of public vocational high school, and the questionnaire of the motivation-hygiene factor and the organizational commitment become the research instrument and they were used. The questionnaire uses the sampling module in Taiwan. We issue the 644 questionnaires, and we retrieve 635 copies. However, the 609 copies are valid questionnaires among the 635 copies. Therefore, the data validation rate was 94.6﹪. Finally, we use the statistics methods, including descriptive analysis, one-way Anova, Parsons product-moment correlation and multiple stepwise regressions to analyze the collected data. The study obtains the conclusions as follows. （a） The part-time administrative teachers in public vocational high school possessed the perception of the middle degree in the motivation-hygiene factor. （b） Among three motivation factors, the part-time administrative teachers in public vocational high school possessed higher perception in “work” and they possessed lower perception in “growth and learning”. （c） Among three hygiene factors, the part-time administrative teachers in the public vocational high school possessed higher perception in “work environment” and they possessed lower perception in “administration and personnel examination”. （d） The part-time administrative teachers in the public vocational high school reached higher than mid-level perception in organizational commitment. （e） Among the three factors of the organizational commitment, the part-time administrative teachers in the public vocational high school possessed higher perception about the willingness and the effort, and they possessed lower perception about remaining position. （f） If the part-time administrative teachers in the public vocational high school exceed 20 years, they possessed higher perception in the motivation-hygiene factor. （g） Teacher who is serving as managers possessed higher perception in the motivation factors. （h） The part-time administrative teachers over 50 years old possessed higher perception about the organizational commitment. （i） A man, the married, high years, high position, high seniority, commercial & industrial vocational high school and industrial & commercial vocational high school possessed lower the remaining position about the organizational commitment. （j） The managers of the part-time administrative teachers possessed higher perception about the organizational commitment. （k） Supposing the perception of the motivation-hygiene factor is more and more high, the part-time administrative teachers also possessed higher the organizational commitment. （l） The motivation-hygiene factor efficaciously predicted the organizational commitment of the part-time administrative teachers. For instance, the hygiene factor possessed higher prediction. （m） The motivation-hygiene theory conformed to the part-time administrative teachers in public vocational high school. According to the above-mentioned conclusion, this study proposes the following results: To the school: （a） It should increase the way of the further education and cultivate the administrative personnel （b） It constructs better testing system and the school take care of the excellent part-time administrative teachers. （c） It simplifies the administration systems and enhances human resources thus balancing its quality and quantity. （d）It constructs better working environment to enhance the organizational commitment of the part-time administrative teachers. （e） It establishes developing direction to enhance the organizational commitment of the part-time administrative teachers. （f） It actively cultivates the young part-time administrative teachers to strengthen working development. （g） It should pay attention to the senior part-time administrative teachers to construct the administrative continuance. To the part-time administrative teachers: （a） They should actively participate in learning and to chase the growth from the individual to the organization. （b） They suitably express the opinion, thus they help the school to establish the administrative testing system. （c） They aim at the motivating factors highlighted to explore working funs. （d） They are suitably the self- adjustment, and to continue the enthusiastic service.

本研究旨在探討基隆市區公所公務人員「個人與組織契合度」、「工作壓力」與「組織承諾」之關係。透過普查的方式針對基隆市各區公所正式公務人員進行問卷調查，共發出282份問卷，回收271份，扣除廢卷及填答不完整者10份，有效問卷為261份。並運用次數分配、t 檢定、單因子變異數分析、Pearson相關分析及迴歸分析等方法進行統計分析，而研究發現如下： 一、不同「性別」、「年齡」的區公所公務人員在個人與組織契合度及各構面上有顯著差異。 二、不同「性別」、「年齡」和「家庭居住地」的區公所公務人員在工作壓力及各構面上有顯著差異。 三、不同「年齡」、「服務年資」和「婚姻狀況」的區公所公務人員在組織承諾及各構面上有顯著差異。 四、個人與組織契合度與組織承諾之間呈現顯著正相關。 五、工作壓力與組織承諾之間呈現顯著負相關。 六、個人與組織契合度對組織承諾有顯著的正向影響。 七、工作壓力對組織承諾有顯著的負向影響。 最後根據研究發現，分別就「政策」、「組織」和「個人」三層面提出建議，提供其他機關參考，並盼望上級長官能正視區公所公務人員組織承諾之情形，研擬相關因應方式以增強員工對機關之認同與承諾，使員工樂於留任於機關，奉獻其心力。 / This research discusses the relationship between the “Person-Organization Fit”, “Job Stress”, and “Organizational Commitment” of civil servants of the district offices in Keelung City. We handed out surveys to all civil servants of the district offices in Keelung City. A total of 282 questionnaires were handed out, 271 were collected, 10 were invalid or partially answered, resulting in 261 effective surveys. We used frequency distribution, t tests, one-way ANOVA, Pearson correlation analysis, and regressive analysis to conduct statistic analysis. The following are the research findings: 1. Civil servants of different “gender” and “age” displayed major differences in Person-Organization Fit. 2. Civil servants of different “gender”, “age”, and “residential area” displayed major differences in Job Stress. 3. Civil servants of different “age”, “work years”, and “marital status” displayed major differences in Organizational Commitment. 4. Person-Organization Fit and Organizational Commitment displayed positive correlation. 5. Job Stress displayed negative effects toward Organizational Commitment. 6. Person-Organization Fit displayed positive effects toward Organizational Commitment. 7. Job Stress displayed major negative effects toward Organizational Commitment. Finally, we gave suggestions that were related to “policy”, “organization”, and “person” according to the research findings to other institutions for reference. We hoped that the superiors would begin taking notice of the Organizational Commitment of the civil servants, and come up with ways to enhance the employee’s recognition and honor toward their workplace, thus making them want to stay and continue working full heartedly.

本研究旨在瞭解臺北縣市高中教師知覺校長轉型領導與教師組織承諾的現況，並分析教師人口變項、學校環境變項在校長轉型領導以及教師組織承諾的差異情形，最後探討校長轉型領導與教師組織承諾之關係。 本研究以問卷調查法為主，訪談為輔，所稱「高中」校長，僅包括公立（含國立與縣市立）高級中學，不含私立高中與綜合高中。問卷調查法以自編「高中校長轉型領導與教師組織承諾調查問卷」（內含基本資料、校長轉型領導量表與教師組織承諾量表）為工具，對臺北縣市公立高中進行問卷調查。問卷以高中教師為調查對象，計調查41所學校，發出問卷668份、回收534份、有效問卷513份，可用率76.8%。調查所得資料分別以描述性統計、t考驗、單因子變異數分析、Pearson積差相關、多元逐步迴歸分析等統計方法實施資料分析，據以進行研究結果的分析與討論。 研究結論如下： 一、目前高中校長轉型領導與教師組織承諾現況表現均屬中上程度。 二、在教師人口變項中，不同年齡、職務的教師在所知覺的校長轉型領導上具有顯著差異。其中以年齡較大教師以及兼任主任教師知覺的校長轉型領導程度較高。 三、在教師人口變項中，不同年齡、學歷、年資與職務的教師在教師組織承諾上具有顯著差異。其中以年齡較大教師、四十學分班結業、年資較久以及兼任主任之教師組織承諾較高。 四、在教師人口變項中，不同性別、學歷與年資教師在所知覺的校長轉型領導上沒有顯著差異。不同性別教師在教師組織承諾上沒有顯著差異。 五、在學校環境變項中，不同學校歷史與學校規模的教師在所知覺的校長轉型領導上具有顯著差異存在。其中以學校歷史為11-20年及學校規模為13-24班的教師知覺的校長轉型領導程度較高。 六、在學校環境變項中，不同學校性質、歷史與規模的教師在教師組織承諾上具有顯著差異。以學校歷史較久、班級數較多的一般高中教師組織承諾較高。 七、在學校環境變項中，不同學校性質、學校位置的教師在所知覺的校長轉型領導上沒有顯著差異。不同學校位置的教師在教師組織承諾上沒有顯著差異。 八、在不同性別校長與校長在本校年資變項中，教師所知覺的校長轉型領導有顯著差異，在教師組織承諾上沒有顯著差異。教師知覺男性校長與第一年在本校服務的校長轉型領導程度較高。 九、整體而言，高中校長轉型領導與教師組織承諾具有正相關。 十、校長轉型領導對於教師組織承諾具有預測力。 最後依據研究結果與結論，提出具體建議，以作為教育行政機關、學校校長以及未來研究的參考。 / This study aims to investigate the current situations of principals’ transformational leadership and teachers’ organizational commitment in senior high schools and to analyze the differences in teachers’ personal variables and school environmental variables concerning principals’ transformational leadership and teachers’ organizational commitment. Finally, it explores the relationship between principals’ transformational leadership and teachers’ organizational commitment. This study employs the research method of questionnaire surveys and interviews. There were two survey tools used in the study, including Principals’ Transformational Leadership Questionnaire, and Teachers’ Organizational Commitment Questionnaire. Six hundred and sixty eight subjects are randomly selected from forty-one public senior high schools in Taipei city and county. The number of effective samples is 513. The data are analyzed using the methods of description statistics, t-test, one-way ANOVA, and multiple stepwise regressions. The findings of this study are as follows: 1. The current situations of principals’ transformational leadership and the teachers’ organizational commitment in senior high schools are both above average. 2. Among teachers’ personal variables, there is significant difference in principals’ transformational leadership based on the two variables, teachers’ age and teachers' positions. Senior teachers and teachers with administrative affairs get higher scores. 3. Among teachers’ personal variables, there is significant difference in teachers’ organizational commitment based on the variables of teachers’ age, educational degrees, seniority and positions. Older and senior teachers, teachers who completed forty-credits in-service training courses and teachers with administrative affairs get higher scores. 4. Among teachers’ background variables, there is no significant difference in principal’s transformational leadership based on the variables of the teachers’ sex, educational degrees and seniority; and there is no significant difference in teachers’ organizational commitment between male and female teachers. 5. Among the school environmental variables, there is significant difference in principal’s transformational leadership based on the variables of the school’s history and scale. Teachers in schools older than ten years but less than twenty years and teachers in schools with the number of classes more than 13 but less than 24 get higher scores. 6. Among the school environmental variables, there is significant difference in teachers’ organizational commitment based on the variables of school type, history and scale. Teachers in older and bigger schools get higher scores. 7. Among the school environmental variables, there is no significant difference in principals’ transformational leadership based on the variables of school type and location .And there is no significant difference in teachers’ organizational commitment for teachers who serve in different school locations. 8. Based on the variables of principals’ sex and serving years in the school, there is significant difference in principal’s transformational leadership, but there is no significant difference in teachers’ organizational commitment. Male principals and the principal serving for the first year in the school get higher scores. 9. In general ,there is positive correlation between principals’ transformational leadership and teachers’ organizational commitment. 10. Principals’ transformational leadership can serve to predict teachers’ organizational commitment. In the end, based on the findings and conclusions of this research, some suggestions are given to our educational administration authorities, senior high principals and future studies for reference.

機動保安警察替代役警力之規劃，不僅是我國役政史上的創舉，且為政府重大施政，基於國家、社會整體安全、治安環境及國民兵役義務公平考量外，同時在「不影響兵員補充、不降低兵員素質、不違背兵役公平」原則下進行規劃，將我國國軍，因執行「精實案」所釋出兵員及不適服常備兵體位，又未達免役條件標準役男，作「公平、合理」之分配，藉以提昇政府公共服務能力，以達成機動保安警察替代役男支援協助地方警察機關防處群眾事件及緊急災害搶救任務。 當然，警察工作的主體與任務，或許因為國情與社會需求而改變，但我們維護執法品質與為民服務的工作態度與精神，絲毫不曾改變。本研究依機動保安警察替代役役男不同的個人屬性變項，來探討役男在組織文化認知、領導行為認知、工作滿足及組織承諾間的關聯性及其影響性，探求保安機動警察役管理機關具體建議，希望能解決警察役的相關問題，使警察役成為警察機關的助力，而不是負擔，相信機動保安警察替代役經由不斷的改良與成長，必能發揮其功能與功效，為服務國家社會做出良好貢獻，本研究歸納建議如下: 一、培養創新的組織文化與德行的領導行為並提高役男歸屬感。 二、提升警察役男之進用條件。 三、檢討擴大機動保安警察役服務的層面。 / The scheme of substitute military service as mobile specialized police force is not only an initiative in our national history of military service but also a significant governmental policy. For security of the entire society, the environment of public security, and justice of the national compulsory military service, the scheme is proceeding under the principles of “not affecting manpower supplement, not decreasing manpower quality, not violating justice of military service”. Selected from the national armies, those who are liberated according to the lean solution and who neither fit physically for the standing army nor reach the standard of exemption from military service are “fairly and legitimately” allotted in order to further the public service of the government. The mission of the draftees in their substitute military service as mobile specialized police is to aid the regional police with public affairs and emergency rescue. Certainly the principal work of the police and their duties may change with the national conditions and the societal demands. What has never changed, however, is their work attitude and spirit of defending the enforcement of the law and of giving service to the people. Grounded on the variables of the draftees’ personal attributes, the research probes into their relations to organizational culture, leadership, job satisfaction and organizational commitment, and the effects upon them. The research seeks concrete proposals for the administrative institution of mobile specialized police and hopes to solve relative problems of military service as police, making the draftees an aid to the police institution instead of a burden. Undoubtedly the scheme of substitute military service as mobile specialized police will, through continuous improvement and development, perform its function and efficacy and make contributions to the society. Here are the proposals from the research: 1.To cultivate innovative organizational culture and moral leadership and to enhance the draftees’ sense of belonging. 2.To upgrade the qualifications for military service as police. 3.To survey increasing service categories of military service as mobile specialized police.

在教育改革浪潮下，台灣師資培育制度於1994年師資培育法公布之後，正式進入多元培育的體制。新制實施後，引發不少爭論。主要爭論焦點之一為新制培育的教師，其教師素質是否比舊制培育者為低。主張單一培育制度者認為師範院校具有獨特潛在課程，潛移默化學生專業精神，因而學生素質較佳；多元師資培育制度者則認為市場競爭、教師專業化取向有利提高教師素質。 本研究主要目的即透過「台灣教育長期追蹤資料庫」（TEPS）第二波國中教師及學生之資料，比較不同培育背景之數學教師於教師素質及學生數學成就上之差異，並釐清過去關於師資培育之爭論。 本研究數學教師樣本數為7,001，依據教師年資、是否就讀師範院校，以及是否修習教育學程等標準，將數學教師培育背景分成新制、舊制，及師範與非師範院校等共七類。教師素質則包含與教學效能及教師專業承諾等兩面向相關之指標。學生數學成就則以TEPS提供之數學能力IRT分數為指標。 本研究依不同研究假設，進行卡方檢定、單因子變異數分析、多元迴歸等統計分析。主要發現如下： 一、師範院校與非師範院校培育之教師相比，其教學效能及教師專業承 諾有顯著差異。在教學效能上，師範院校生較常使用傳統教學策略與教材，非師範院校生則較常使用新制教學策略與教材及常測驗考試；在教師專業承諾上，非師範院校生則表現較佳。但兩者在學生學習成就上則無顯著差異。 二、舊制與新制培育之教師相比，其教學效能及教師專業承諾有顯著差異。教學效能方面，舊制生於其他教材層面表現較佳，新制生則於維持秩序及常測驗考試層面表現較佳；而教師專業承諾上，舊制生於研究進修層面表現較佳，新制生則於教學不厭倦層面表現較佳。但舊制生於學生學習成就表現較佳。 雖然研究發現，不同培育背景之教師，其教學效能、教師專業承諾、及學生數學成就表現有顯著差異。但進一步分析，則發現整體而言，這些差異並不是很大。由此可見，多元師資培育政策並未影響教師素質，而一般大學師資培育機構之培育功效亦不亞於師範院校之師資培育機構。綜觀以上發現，可發現「教育系統標準化」的觀點更合乎台灣的現況。台灣之師資培育與學生的學習成就，在「國家機器」嚴格的控制把關之下，能夠維持一定水準。 / The pre-service teacher education in Taiwan has become multi-training since 1994. Considerable debates have been arisen since then, and one of which is “Teaching Quality.” Some argue that multi-training policy worsens teaching quality. For they think Normal Schools, providing more latent lessons to students’ spirit, are better than other pre-service teacher education programs. On the other hand, some argue that the new multi-training policy would advance teaching quality by the market competition and teacher’s professionalism. The main purpose of this study is to utilize the data of “Taiwan Education Panel Survey” (TEPS) to compare the effects of pre-service teacher education programs on the teaching quality and students’ math achievement in a bid to solve the controversy. In this study, the teachers’ sample, divided into 7 categories according to their teaching experience and training background, is 7001. Besides, “teaching quality” includes “teaching efficiency” and “teacher’s professional commitment.” “Students’ math achievement” is based on students’ math IRT score provided by TEPS. The study mainly utilizes statistical analyses based on Chi-square analysis, ANOVA, Regression analysis and so on, The study finds out, although teachers of different training backgrounds have significant differences on their teaching efficiency, teacher’s professional commitment and students’ math achievement, the differences are not magnificent. In other words, the effects of different pre-service teacher education programs on the teaching quality and students’ math achievement are not much diverse. The result suggests that under firm control of “the state apparatus”, teaching quality and students’ academic achievement in Taiwan could maintain at a level.

因2008年9月爆發的全球金融海嘯，全球企業無不面臨到空前之危機，諸多企業不斷在進行組織瘦身，希望汰去一些沉重的負擔。在人力資源政策上 ，企業一方面思考如何精簡人事，在營運成本上壓縮一些資本空間以因應前途未卜之產業環境；二方面也不斷在思考如何讓留下來的人力最大效益的分配。然而，在這個人心惶惶的情境下，企業必須要讓員工重拾對組織的信心，讓深受打擊的士氣能夠為之一振，重新認同組織之價值觀以及信念，進而願意為組織目標而付出，並繼續留任為組織貢獻，為達成此目的，內部行銷是許多公司採行的策略。 換句話說，把員工當作內部顧客，以傳統行銷的哲學以及手法，將組織(或工作)當產品銷售給員工，並透過滿足員工認知之期望程度，達到員工滿意度(或稱工作滿足)，進而從滿意度衍生出忠誠度，達到組織承諾。 為驗證三者之關係，並希冀了解在一歷經重大組織變動的企業是否真能有效提升員工滿意度以及組織承諾，因此選定一個案公司，並透過問卷收集以及統計分析，達成以下結論： 1. 人口統計變數在組織內部行銷認知程度、員工滿意度、以及組織承諾並無顯著差異，惟內部年資三至五年之員工員工滿意度以及組織承諾都較其他年資為低。 2. 組織內部行銷行為可以正向地影響員工滿意度，尤其是在管理支持以及人力資源管理活動兩構面。 3. 組織內部行銷行為可以正向地影響組織承諾，尤其是在管理支持以及內部溝通兩構面。 4. 員工滿意度可以正向地影響組織承諾。 5. 組織轉型並未顯著影響內部員工之員工滿意度以及組織承諾。 根據上述結論，給予個案公司內部行銷策略建議如下： 1. 將組織內部行銷責任與主管角色結合，並將主管角色從傳統的業務管理者，延伸為組織內部行銷負責人員。 2. 促進高階主管、中階主管以及基層主管之間的內部溝通，進而提升管理支持。 3. 工作時間彈性制。 4. 強化人才培育機制。 5. 人力資源部門內部應該是內部行銷執行的首要單位。 / For the impact of the global ecomomics crisis occruing in September, 2008, most of the glocal companies have faced the most significant businness recession since World War II. To overcome this challenge and maintain the existence in the global business world, most companies have tried to lessen down the unnecessary operational expence. Labor cost is definitely considerated into the cost-down plan, companies have to think of 2 things: one is how to squeeze some cash from decreasing the employee numbers, but also how to mazximize the human resource vlaues for the rest. Under this risky contingency, the employees who were remaining to be hired are not free from the worry to get fired, and naturally losing the faith to the organization. Companies need to rebuild the faith and recognition from employess in ofer to gain their trust, and willingness of devotion to the company goals. To realize this intention, “Internal Marketing”is considered as one of the most effective approaches, with the extension from Marketing philosophy and methods, treating your comployess as internal customers, and try your best to win customer satisfaction, will will bring customer loyalty and commitment in sequence. To verify the relationship among “Internal Marketing (IM)”, “Employee Satisafactions (ES)”, and “Organizational Commitment (OC)”, a quantitative and qualitative research is conducted, with the hope the reliaze if it works practically within an organization which just faced a major organizational change. A technology company is chosen to be the case as research target, and a questionnaire survey is used to collect employees’ opinions, throught the statistics analysis, certain conclusions are made as the following: 1. Variance of interviewees doesn’t present significant variance in the statistical aspect in any of the three factors. However, on the group with internal scenarity between 3~5 years have shown a significant variance, which the average the score is lower than all the other groups. 2. Organzational internal marketing behaviors can positively influence the levels of employee satisfactions, especially in the aspects of “Management support” and “Human Resource Management Activities” 3. Organzational internal marketing behaviors can positively influence the levels of Organizaitonal Commitment, especially in the aspects of “Management support” and “Internal Communication” 4. Employee Satisfaction can positively influence organizational commitments. 5. The levels of “ES” and “OC” between the two groups: one is the group of senior employees who have encountered the major change, and the other is the group of junior employees who have’t, doesn’t show siginificant variance in statistics. According to the conclusions drawn above, we’ve proposed the following suggstions as reference for the company’s internal marketing strategy: 1. Conbine the role and reasponsibitliy of a internal marketed into the role of managers. 2. Prorvide more mutual communication channels between different levels of managers, so they can have adequate information about the company, then they can play as the internal marketer to effectvively improve employees’ recognition of management support and internal communication. 3. Flexibility of office hours to satisfy employees’needs in the balance of workload and personal life quality. 4. Strenthen and diversify the talent development mechanism. 5. Human resource department should play the role as pioneer and facilitator in the execution of organizational internal marketing plan.

近年來，由於全面品質管理的觀念受到相當多的關注，因此作為核心特徵之一的「員工授能」也受到愈來愈多研究者的重視，許多實證研究均指出實施員工授能有助於提昇員工之工作滿足與組織承諾，對於工作績效與服務品質的提昇也有良好的助益，因此，本研究以授能認知為研究主題，並以台北市政府一級行政機關薦任六職等到九職等之公務人員作為研究對象；研究方法上除了文獻探討法之外，本研究以問卷調查法為主要之研究方法，並以深度訪談法作為輔助性之研究方法。 本研究將授能界定為「個人對於其在工作上之自我效能與自我價值的認知」，並以「意義性」、「自主性」、「能力」與「影響力」四個面向來測量台北市政府一級行政機關薦任六到九職等之公務人員的授能認知情形，而在實證分析的部分則以人口屬性變項作為自變項，探討不同性別、年齡、教育程度、工作年資、職等及職別之公務人員對於授能的認知是否有所不同，另一部分則是探討授能認知對於組織承諾與工作滿足的影響。 研究結果發現，不同性別、年齡、工作年資、職等及職別之受訪者對於授能認知的四個面向均有顯著的差異存在，而不同教育程度之受訪者則僅對於「自主性」與「能力」這兩個面向有顯著的差異存在；至於在授能認知與組織承諾及工作滿足的相關與影響方面，本研究則發現授能認知的四個面向均與組織承諾及工作滿足間相關；在影響方面，則發現再授能認知的四個面向中，僅有「意義性」、「自主性」與「影響力」三者對於組織承諾有所影響，「能力」則被排除在迴歸方程式之外；而「意義性」、「自主性」與「能力」則對於內在工作滿足有影響，至於外在工作滿足方面，則是四個面向均有影響，不過，「能力」對於外在工作滿足的影響乃是負面的，也就是當個人對於其本身工作能力的認知越高時，其外在工作滿足就越低。 至於在深度訪談方面，本研究乃是利用與台北市政府薦任六到九職等之現職公務人員之訪談，了解影響公務人員授能認知的環境因素或其他個人因素，研究結果發現影響公務人員授能認知的環境因素有工作設計、領導風格、官僚體制與官僚習氣、內部關係、組織願景、教育訓練、政治介入、上司器重與機關間的溝通與協調等，至於在個人因素方面，除了在實證研究中所發現到的人口屬性變項之外，還有學以致用、個人預期、工作能力與工作經驗等項。 最後，本研究還希冀為政府部門之人事管理工作貢獻一份心力，因此提出九項建議，期能作為日後政府行政管理上之參考，分別是： 一、實施工作設計（Job Design），提昇工作之多樣性與挑戰性 二、盡量採用民主式的領導，加強授權 三、落實團隊建立，強化機關內部之團隊精神 四、建構組織願景，闡明機關未來發展 五、在職訓練（on-the-job training）機制的建立 六、強調行政管理中的人文主義 七、注意機關中男女平權的議題 八、落實參與管理，賦予非主管公務人員較高的決策權 九、重視專業人才，強調專業能力的培養

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