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The relationship study of the hospital organization culture, leadership,and organizational citizenship behaviors. Abstract This research is aimed at hospital organization culture, leadership, organizational citizenship behaviors of medical organizations. The sample of this research focuses on 10 local teaching medical centers in southern Taiwan, which includes 51 departments and superiors, and the number of polled employees reaches 273.This has resulted in: ¡]1¡^Leadership and organizational citizenship behaviors have positively correlation; contingent reward is most correlated with courtesy.¡]2¡^Organizational culture and organizational citizenship behaviors have positively correlation; social responsibility is most correlated with civic virtue.¡]3¡^Organizational culture and leadership have positively correlation; scientific truth seeking is most correlated with providing an appropriate model.¡]4¡^ Leadership positively associates with organizational citizenship behaviors; identifying and articulating a vision is the most associated with conscientiousness.¡]5¡^ Organizational culture positively associates with organizational citizenship behaviors; in this item, civic virtue is most affected¡]6¡^ Organizational culture positively associates with leadership; scientific truth seeking is the major factor to providing an appropriate model. As to the influence of the interaction of leadership and organizational culture to organizational citizenship behaviors, the result is as the following: ¡]1¡^in the condition of emphasizing on social responsibility culture, providing individualized support positively associates with courtesy base on low social responsibility while the 2 factors are not obviously related to each other base on high social responsibility; providing individualized support positively associates with altruism base on low social responsibility while these two factors are negatively associative to each other base on high social responsibility ¡]2¡^in the condition of emphasizing on strengthening relations culture, providing individualized support positively associates with altruism base on weak relations while the 2 factors are negatively associates to each other base on high strong relations ¡]3¡^in the condition of emphasizing on customer orientation culture, providing individualized support positively associates with civic virtue base on weak customer orientation while the 2 factors are negatively associates to each other base on strong customer orientation ¡]4¡^ in the condition of emphasizing on scientific truth seeking, high performance expectations positively associates with civic virtue, however, high performance expectations influences civic virtue more in strong scientific truth seeking than in weak scientific truth seeking ¡]5¡^ in the condition of emphasizing on integrity and trust culture, high performance expectations positively associates with altruism, however, high performance expectations influences altruism more in strong integrity and trust culture than in weak integrity and trust culture. Furthermore, providing individualized support positively associates with altruism; in comparison with strong integrity and trust culture, the influence between these two factors is more in weak integrity and trust culture.

The study of practical politics always involves parties, ethnics, electoral structure as well as election. Likewise, the study of organizational politics is mainly related to organizational members, job environment, organizational factors and effects on performances. Few studies have ever focused on analyzing the association between practical politics and organizational politics. Accordingly, the purpose of this study is to examine whether there exists a difference between perceptions of organizational politics and organizational citizenship behaviors while practical politics is interwoven with organizational politics. This study also addresses whether the effect of perceptions of organizational politics on organizational citizenship behaviors will vary with party identification. 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 univariate analysis 1) that party identification has no significant effect on perceptions of organizational politics, 2) that part identification had significant differences in the dimension of ¡§interpersonal harmony¡¨ and ¡§protecting company resources¡¨ among organizational citizenship behaviors, and KMT-prone respondents were more significant than no-specific-party respondents, 3) that party identification showed significant differences in the dimensions of perceptions of organizational politics and organizational citizenship behaviors, 4) that the effects of party identification on the dimensions of organizational citizenship behaviors were different after perceiving organizational politics; that is, DPP & TSU -prone respondents showed great effects in the dimension of ¡§interpersonal harmony¡¨, as well as KMT & PFP -prone and no-specific-party respondents had significant effects in the dimensions of ¡§protecting company resources¡¨ and ¡§conscientiousness¡¨, and 5) that perceptions of organizational politics among respondents with different party identification had significant effects on organizational citizenship behaviors. To sum up, organizational citizenship behaviors of KMT-prone respondents were influenced less by perceptions of organizational politics, while no-specific-party respondents were influenced more by perceptions of organizational politics.

The present study integrated social exchange theory and motivational perspective to explore the mediating role of felt obligation and boundary condition of personal motives in the relationship between psychological contract fulfillments (PCF) and organizational citizenship behaviors (OCB). We hypothesized that (a) PCF exerts influences on OCB through felt obligation; (b) the PCF-OCB relationship would be stronger when employees are high in altruistic and high in egoistic motive. Accordingly, an integrative model of exchange theory and motivational theory would be proposed to simultaneously examine the mediated effect and interactive effect on organizational citizenship behaviors. We tested the hypothesized model by using data of supervisor-subordinate dyads. Data are collected through employees¡¦ self-reports and employees¡¦ supervisors, so two questionnaires are use. Obtaining measures of the predictor and criterion variables from different source is one of the procedures used to control common method bias, a critical limitation in cross-sectional correlational research (Podsakoff, MacKenzie, and Lee, 2003). A sample of 485 supervisor-subordinate dyad was obtained from supervisory MBA graduates and their randomly-selected subordinates. All survey measures process the back translation procedure recommended by Brislin (1980) to assure the equivalence before administration. Confirmatory factor analysis is employed to examine the psychometric properties of all measures used. Finally, to test hypotheses, structure equation modeling using statistical package Liseral 8.5 and hierarchical moderated regression were employed. Resulted showed that social exchange theory and motives significantly explained the PCF-OCB association in different way, as we expected. First, we found that felt obligation is influenced by balance and relational PCF and then in turn has impact on etic OCB, while transactional PCF had no effects on either felt obligation or two forms of OCBs. Additionally, results strongly suggested that the negative effect of transactional PCF on OCB occurred for people low in altruistic motive to help, but would be positive associated for people high in altruistic motive. The findings signify that altruistic motive interacted in such a way that a strong altruistic motive was needed to buffer the negative effect of transactional PCF on etic OCB. It¡¦s important to note that transactional PCF had no direct effect on any forms of OCB, thus it appeared that altruistic motive played a role of ¡§switch¡¨ to activate the relationship between transactional PCF and every forms of OCB. Finally, we found altruistic motive, instead of egoistic motive, is the key determinant for OCB.

Abstract Over the past decades, with different theories of personality, many scholars had attempted to explore the relationship between personality traits and job performance. Though plenty substantial conclusions were inducted; however, a systematic integration is still required. Not until 1990s, academics, such as Digman, Hough, John and Kamp began to organize and review the past related study and proposed a milestone theory called "Big Five", which provides a specific direction for recent empirical research and study to follow in. This research cooperated with Chunghwa Telecom, which transformed from a government organization into a company system and therefore emphasized on the service and achievements of sales department to meet strong t competition. Looking back to the concerning researches about sales personnel management; the personality traits of sales personnel were highly emphasized by supervisors in the selection and administration of sales personnel. When observing the qualities of sales careers, the activities of sales are considered getting involved into frequent personal interaction and acting with independence. There's no direct relationship between job description, performance evaluation and the behaviors which are performed actively by sales staffs and can benefit customers, colleges, supervisors and organizations. Researcher believes that successful performance evaluation should stress on not only productivity evaluation but also Organizational Citizenship Behaviors to elevate the overall effectiveness and efficiency of organization. This research took 218 sales personnel in Chunghwa Telecom as the study object, attempted to construct the influencial model of salesperson's personality traits and OCB with LISREL, as well as to examine the intermediary effect in this model. The result shows personality besides directly effects Organizational Commitment and OCB, it also influences OCB through Organizational Commitment. The goodness-of-fit to structural equation model is acceptable. Expecting the result of this research reminds administrators pay much attention to the relationship among Personality, Organizational Commitment, Organizational Citizenship Behaviors of sales personnel and in addition, provides a profound and significant logic for enterprises in the selection and administration of sales personnel. Keywords: Big Five, Personality, Organizational Commitment, Organizational Citizenship Behaviors

Organizational citizenship behaviors (OCBs) are typically assumed to be beneficial to employees and organizations. However, research has recently questioned this assumption. This study seeks to identify when OCBs are related to various strains and are detrimental to the employee or the organization. Specifically, using a stressor-strain model, it is hypothesized that in general, OCBs will be related to work effort; however, when employees feel pressured to perform OCBs, and thereby feel less control, OCBs will be more related to various strains. The hypotheses were partially supported: under all conditions, OCBs were related to effort, but under conditions of feeling forced, OCBs were more related to job dissatisfaction and counterproductive work behaviors. The latter portion was only found when OCBs were rated by a co-worker, suggesting that this effect may only hold for OCBs that are more visible, thus likely to be noticed by a co-worker. This further contributes to the growing literature that finds OCBs may have a dark side.

The purpose of this study aimed at investigating the relations among Perceived Organizational Support (POS), Leader-Member Exchange (LMX), Service-Oriented Organizational Citizenship Behavior (OCBs) and Service Climate in Taiwan¡¦s convenience stores. The samples of this research are from one of main four convenience stores in Taiwan. Questionnaires were sent to 720 people for survey and a total of 612 responses were received. After checking for completeness, 582 responses were valid date. The data was analyzed by factor analysis, reliability analysis, and measured by LISREL model to examine the relationship among the constructs. The major result of this study is as following: 1. Perceived organizational support and leader-member exchange has positive effect on service-oriented organizational citizenship behaviors. 2. Service climate has positive effect on service-oriented organizational citizenship behaviors. 3. Perceived organizational support and service climate moderate positively service-oriented organizational citizenship behaviors. 4. Leader-member exchange and service climate don¡¦t moderate positively on service-oriented organizational citizenship behaviors.

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.

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

Previous literature has typically assumed that organizational citizenship behaviors (OCBs) are beneficial to both employees and organizations. Researchers have begun to question this assumption. This paper seeks to identify situations when OCBs are detrimental to employees or organizations. Specifically, two variables (burnout and role overload) are hypothesized to moderate the relationship between OCBs and outcomes (job satisfaction, turnover intentions, and task performance), such that when burnout and role overload are high, negative outcomes occur. Moderated regression was used to test the hypotheses. There was little evidence for burnout as a moderator, but interactions involving role overload were significant; however, the directions of the relationships were not as hypothesized. Alternative hypotheses were tested, which provided support for the general theory that OCBs can result in negative outcomes.