This research was targeted on the primary school teachers in Ping-tung County and aims to look into the relation of organizational culture, teachers¡¦ organizational commitment and organizational citizenship behavior. The objectives of this research include: 1. The investigation on teachers¡¦ awareness of primary school organizational culture, teachers¡¦ organizational commitment and organizational citizenship behavior¡F 2. The interpretation on the difference of awareness among teachers of different background in terms of primary school organizational culture, teachers¡¦ organizational commitment and organizational citizenship behavior¡F 3. The discussion on teachers¡¦ awareness of the relation between primary school organizational culture, teachers¡¦ organizational commitment and organizational citizenship behavior¡F 4. The analysis on teachers¡¦ ability to predict the organizational citizenship behavior from the aware primary school organizational culture and teachers¡¦ organizational commitment¡F 5. The suggestions concluded on the basis of research results. All these are proposed for the reference of school administration management. Based on the discussion on relevant literatures, the theory, framework, and research tools adopted in this research are thus developed. In this research, 680 primary school teachers in 56 primary school Ping-tung County are targeted to fill in the questionnaires and 611 effective questionnaires are acquired. The research tools consist of ¡§Primary School Organizational Culture Scale¡¨, ¡§Teachers¡¦ Organizational Commitment Scale¡¨, and ¡§Teachers¡¦ Organizational Citizenship Behavior Scale.¡¨ The effective samplings are analyzed by t-test, On-way Analysis of Variance, Pearson Product-moment Correlation, and Multiple Regression. The conclusions are listed as follows: 1.The whole performance of the primary school organizational culture is good. Among the sectional scores, ¡§the dimension of development culture¡¨ was the highest. 2.The whole performance of the primary school teachers¡¦ organizational commitment is good. Among the sectional scores, ¡§the dimension of retention commitment¡¨ was the highest. 3.The whole performance of the primary school teachers¡¦ organizational citizenship behavior t is good. Among the sectional scores, ¡§the dimension of non-benefit-orientated¡¨ was the highest. 4.The elder, the high-educated, the senior, the administrator and the teachers of primary school in the megalopolis have a higher sense of the school organizational culture. 5.The elder, the high-educated, the senior, and the administrator have a higher sense of the school organizational commitment. 6.The elder, the high-educated, the senior, and the administrator have a higher sense of the school organizational citizenship behavior. 7.The clearer the school organizational culture will be, the better organizational commitment will be. 8.The clearer the school organizational culture will be, the better organizational citizenship behavior will be. 9.The clearer the school organizational commitment will be, the better organizational citizenship behavior will be. 10.Teachers¡¦ backgrounds ,organizational culture and organizational commitment had predicative efficacy for Teacher's organizational citizenship behavior. ¡§Organizational commitment¡¨ can predict teachers¡¦ organizational citizenship behavior best.

No matter how many points of view about the word of ¡§leadership¡¨, the constant components will contain three components: the supervisors, subordinates, and how interaction relations between the supervisors and subordinates. LEADER-MEMBER EXCHANGE (LMX THEORY) ¡VOften organizational researches have described the relationship between supervisors and subordinates in terms of it. Research has given that relationship considerable attention. In essence, LMX theory indicates the possibility that supervisors develop different forms of exchange relationships with their subordinates. LMX is the western theory, the development until now is the nearly 30 years. This model points that leaders do not use the same style or set of behaviors uniformly across all members or subordinates; instead, unique relationships or exchange develop with each member. High quality LMXs(referred to as ¡§in-group¡¨ exchanges in this model) are characterized by mutual trust and support, whereas low-quality LMXs(referred to as¡¨out-group¡¨exchanges) are based on simply fulfilling the employment contract. The purpose of this article is to focus on one individual characteristic or behavior, ingratiation that may be important to LMX development. Moreover, based on the view of impression management, we categorized the targets of employees¡¦ organizational citizenship behaviors into job, organization, coworkers and supervisors. A questionnaire investigation was adopted in this research. Accessible population targeted on companies defined as honorary trainers of SMEs by Small and Medium Enterprise Administration in Ministry of Economic Affairs. There¡¦re 500 questionnaires totally set out of which 301samples are effective samples. Exploratory factor analysis, multiple regression analysis, Pearson Analysis etc.are applied in the analysis and the result is as the below: 1. Among ingratiation, value and LMX presents positive influence. 2. Between LMX and Organization citizenship behavior presents positive influence. 3. Between ingratiation and Organization citizenship behavior presents positive influence. 4. Between value and Organization citizenship behavior presents positive influence. 5. Ingratiation will affect Organization citizenship behavior with LMX as mediating variables. 6. Value will affect Organization citizenship behavior with LMX as mediating variables.

The purpose of this investigation is based on the revision model proposed by Ferris et al.(2002) , the discussion relates to the influence of perceptions of organization politics on Organizational Cynicism and on Organizational Citizenship Behavior. The sample consisted of 1890 employee selected from 40 organizations covering 9 industrial sectors in Taiwan. The data were analyzed by descriptive statistics, item analysis, reliability analysis, factor analysis, correlation analysis, regression analysis and hierarchical regression analysis. The major results of this study are as fallowing: 1. Perceptions of organizational politics has a significant effect on organizational cynicism. 2. Perceptions of organizational politics has a significant effect on organizational citizenship behavior. 3. Understanding has a moderate effect on the relationship between perceptions of organizational politics and organizational cynicism. 4. Understanding has a moderate effect on the relationship between perceptions of organizational politics and organizational citizenship behavior. 5. Perceived Control has no moderate effect on the relationship between perceptions of organizational politics and organizational cynicism. 6. Perceived Control has moderate effect on the relationship between perceptions of organizational politics and organizational citizenship behavior.

It depends on humance-oriented in the insurance industry. The retention rate and performance of the agents has an influence on the attitude of the leaders and the development of the company. Therefore, the objective in this research was to discuss the relationship among the leadership, job satisfaction, organizational citizenship behavior and turnover intention. The conclusion serves as principles of human resourse plans in Fubon Life Insurance Co., Ltd and overall industry. By the way, the organization can grow continually. The enterprise has more competition and enhances the profit. The study collected questionnaire from the agents who work in Fubon Life Insurance Co., Ltd. There are 217 validated questionnaires of total 300. The effective reflex winding rate is 72%, We used SPSS statistic program to analyze the data, and examine the hypotheses in this study. The result of this research indicate that¡G 1.The leadership(transformational leadership and transational leadership)has a more significant positive effect on organizational citizenship behavior. 2.The leadership(transformational leadership and transational leadership)has a more significant positive effect on turnover intention. 3.Job satisfaction serves as the partially mediator between transformational leadership and organizational citizenship behavior. 4.Job satisfaction serves as the full mediator between the leadership and turnover intention .

Organizational citizenship behavior (OCB) has been suggested to facilitate organizational functioning. However, how OCB is motivated and the extent to which OCB is exhibited by highly skilled professionals remains uncertain. Very little theoretical and empirical research has focused on motivational factors that elicit the exhibition of OCB. In addition, previous research has found that information technology (IT) professionals exhibit significantly lower OCB than non-IT professionals. This particular discrepancy suggests that there is a need to study OCB exhibited by IT professionals from a motivational aspect. In order to provide a theory-based model that explains OCB, this research utilized expectancy theory to examine how an IT professional's cognitive forces affect the valence of a job outcome and how the valence of the job outcome influences his or her OCB. The hypotheses were tested using partial least squares and multiple regression techniques with a sample size of 85 IT professionals. Using IT professionals as the unit of analysis, the results indicated that the research model explained 36 percent of the variability of OCB exhibited by an IT professional. The results also confirmed the significant relationship between valence of job satisfaction and OCB and the significant relationship between OCB and actual job satisfaction. Among the five cognitive forces tested, commitment to organization and commitment to profession contributed significantly to valence of job satisfaction. Furthermore, this research found some significant relationships among trust in supervisors, trust in coworkers, job stress, commitment to organization, and commitment to profession. Finally, conclusions, limitations, and suggestions for future research directions were discussed based on the findings.

The purpose of this experimental study was to examine the role of a Transformational, Transactional, and Laissez-faire leader in the perceived likelihood of employees exhibiting Organizational Citizenship Behaviors (OCBs) at work. The extent to which employees identify with their leaders was also examined as a mediator on the relationship between leadership style and OCB performance. OCBs are behaviors that are not directly required of an employee, but that benefit the overall organization by promoting excellence while allowing employees to go beyond the job requirements. Previous research suggests that Transformational Leaders inspire and instill values in employees through empowerment and positive relationships (Bass, 2007; Bass & Riggio, 2006; Carter, Mossholder, Feild, & Armenakis, 2014; Eagly, Johannesen-Schmidt, & van Engen, 2003), and that employees that perform OCBs greatly benefit organizations (Akinbode, 2011; Finkelstein & Penner, 2004; Organ & Ryan, 1995; N. P. Podsakoff, Whiting, Podsakoff, & Blume, 2009; Shaffer, Li, & Bagger, 2015). One of three vignettes describing one of the three leadership styles (e.g., Transformational, Transactional, Laissez-faire) was shown to 200 employed participants working at least part time (i.e., 20 hours per week) under a supervisor via an online survey using MTurk. After rating their respective leader (as described in the vignette) on the Global Transformational Leadership (GTL) scale, participants completed an identification with leader inventory and an OCB-checklist, indicating likelihood of OCB performance under their particular leader. Multivariate analysis of variance was utilized to examine the effect of leadership style on OCB performance. Further, correlational analyses were used to examine the relationship between GTL scores and OCB-Checklist scores. Finally, a mediation analysis with identification with the leader mediating the relationship between leadership style and OCB performance was conducted. Results showed individuals in the Transformational Leader Condition reported the highest likelihood of performing OCBs, followed by Transactional Leader and finally Laissez-faire Leader. Identification with the leader significantly mediated the relationship between Transformational leadership and OCB performance. Finally, individuals that perceived their leader as more Transformational were also more likely to report performing OCBs. Implications of these findings for OCBs in the workplace are discussed.

Master of Science / Department of Hospitality Management and Dietetics / Jichul Jang / Working as a front line employee in the hospitality industry is not always easy. There can be long working hours, high work demand and many other disadvantages that can lead to increased stress on an employee of the industry. These disadvantages have led to one of the highest turnover rates compared to most other industries (NRA, 2017). Managers have been looking at possible ways to reduce turnover by giving employees more freedom. In most organizations, the manager implements changes in each employee’s job design and roles within the organization. Recent job design has focused on letting the employee develop some of the task they do. This certain type of job redesign is called job crafting. Job crafting is a theoretical concept where an employee is allowed to implement change or redesign certain aspects of their job (Wrzesniewski & Dutton, 2001). According to Wrzesniewski and Dutton (2001), the three main ways that one can craft their job are through changes in work tasks, relationships, and perception of one’s job. So the question is, “How does job crafting have a creative impact on front line hospitality employee behavior at work?” The purpose of this study is to examine whether job crafting is related to creative self- efficacy, which can in turn lead to employee organizational citizenship behaviors. That is, the more employees participate in crafting activities, the more they will believe that they can be creative and follow through with their creative idea, which will lead the employees to having more organization citizenship behavior. The sample for this study consists of 323 front line employees in the hotel industry. Participants’ job crafting, creative self-efficacy and organizational citizenship behaviors were measured. After running the variables through a regression analysis, the results showed a significant positive relation between job crafting and organizational citizenship behavior with creative self-efficacy as a mediator. From a theoretical perspective, this study contributes to an understanding of organizational citizenship behavior in the hotel context by shedding light on the role of job crafting. Practical implications from this study could encourage managers that are focused on improving organizational citizenship behavior in their hotels to look into promoting job crafting.

Indiana University-Purdue University Indianapolis (IUPUI) / Death anxiety is a concept that has received little empirical attention in the organizational psychology literature. Research has found that trait death anxiety is associated with burnout, and lower work engagement in jobs with high mortality cues. However, most people do not work in jobs where they are constantly reminded of death. The present study sought to examine the effects of trait death anxiety on employees working in low-mortality cue jobs. Using terror management theory as a foundation, I predicted that those higher in trait death anxiety would be more involved in their jobs, resulting in higher levels of organizational citizenship behavior and lower turnover intentions. In addition, I hypothesized that the relationship between trait death anxiety and job involvement will be moderated by need for achievement. This model was tested using a two time-point study, utilizing participants from Amazon’s Mechanical Turk. Results revealed a positive relationship between death anxiety and job involvement, and a negative relationship between death anxiety and turnover intentions mediated by job involvement. However, no significant relationships were found in regards to organizational citizenship behavior or need for achievement. Implications, limitations, and future directions are discussed.

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Why do some employees go out of their way to follow prescribed information security protocols, while others all but ignore organizational information security measures? A body of research known as organizational citizenship behavior provides insight into this issue. Theories of organizational citizenship behavior draw mainly from the psychological and sociological disciplines. They are used to explain the behaviors of employees who act in the best interest of the company, even when they don’t have to. Examples of citizenship behaviors include information sharing, voluntary reduction of compensation, and relinquishment of power for the benefit of the organization (Nathanson & Becker 1973). Although organizational citizenship behavior has seen little exposure in the area of organizational information security compliance, it stands to provide exceptional explanatory power in this area. Information security practices, such as creating difficult passwords or conducting virus scans, are generally seen as additional tasks which require extra effort while offering no gains in personal productivity (Shropshire et al., 2006; Warkentin et al., 2004; Warkentin et al., 2006). These activities could be construed as out-of-role-behaviors because employee compliance may not be mandatory. Furthermore, it is difficult to enforce information security standards (Whitman, 2003). Thus, it would appear that those who follow information security protocols are motivated by something other than financial compensation. Currently, there has been little work toward integrating endpoint security with theories of organizational citizenship behavior. This may be due to two reasons: although it embodies a relatively mature stream of research, organizational citizenship behavior has seen little exposure within the information systems context; secondly, the behavioral aspects of endpoint security remain a critical but overlooked aspect of organizational information security. Therefore, the purpose of this research is to develop a theoretical model for predicting individual compliance with organizational information security practices. The results could be used by managers to more accurately predict adherence to information security practices and to better manage and motivate employees. Such a model might also be of utility in the area of employee selection and screening; recent political and economic events have caused an increase in demand for employees who can be trusted to safeguard sensitive information. This study provides a substantial contribution to knowledge by empirically testing a predictive model for information security compliance among employees. The findings associated with this research are offered in the form of recommendations for future theoretical and empirical research. Practical implications for entrepreneurs and policymakers are also discussed.