Abstract This study examined the Perceptions of Politics Model ¡]Ferris, Russ and Fandt, 1989¡^to investigate whether understanding and perceived control might alleviate the negative influence of perceptions of organizational politics. The Model was tested on data collected from 482 employees of a food organization indicated that employees¡¦ Perception of organizational politics related negatively to job involvement, job satisfaction and organizational commitment, also related positively to job stress. By using multiple regression analysis on the data revealed that perceptions of organizational politics are to address negative impact of job involvement, job satisfaction and organizational commitment, in addition, perceptions of organizational politics are more strongly impacted to job stress. Understanding and Perceived Control as moderators of the relationships between perceptions of organizational politics and several outcome variables were examined. Results of hierarchical moderated regression analysis indicated that understanding and Perceived Control were significant predictors. Understanding moderated the outcome relationship between politics and organizational commitment, meanwhile, Perceived Control only moderated the outcome relationship between politics and job involvement.

The transition of working patterns has led the work force today focus more on brain than labor, hence strengthen the desire for leisure. The relationship between leisure and work nowadays has different meaning. Besides of traditional concepts such as good for health or the release of work pressure, leisure is further considered to be a new goal to enhance job involvement. Factors of social capital such as trust and network are the significant elements of human interaction, which can not only create self-welfare but also bring better achievement on work. To work force with different degree of social capital, it is believed that different level of involvement to work would generate. From the start point of leisure instead of traditional point that focuses on work, the research combines and integrates perspectives of outdoor recreation, job involvement and social capital from different regions, exploring the relationship between leisure and work. Analyzed with SEM, questionnaire survey is adopted aiming at Kaohsiung Government¡¦s Officials. The research objects are divided into two groups with different degree of social capital, conducting the model construction and differentiation test separately. The research structure includes 9 variables: ¡§job involvement¡¨; ¡§net¡¨ and ¡§trust¡¨ in social capital; ¡§attitude¡¨, ¡§subjective norm¡¨, ¡§perceived behavioral control¡¨, ¡§self-efficacy¡¨, ¡§behavioral intention¡¨ and ¡§behavioral frequency¡¨ in Theory of Planned Behavior of outdoor recreation. The results of the research have verified 11 hypotheses, among which 7 have been significant in both two high and low groups. The significance of the above-mentioned results is the following: (1) interpersonal ¡§network¡¨ increases interpersonal ¡§trust¡¨; (2) interpersonal ¡§network¡¨ increases the degree of ¡§job involvement¡¨; (3) after officials reflect on the ¡§subjective norm¡¨, the ¡§behavioral intention¡¨ of outdoor recreation is remarkably promoted; (4) officials¡¦ ¡§attitude¡¨ increases the ¡§behavioral intention¡¨ of outdoor recreation; (5) the ¡§perceived behavioral control¡¨ of the resources and opportunities needed for officials to consider undertaking behavior outstandingly influence the ¡§behavioral intention¡¨ of outdoor recreation; (6) ¡§subjective norm¡¨ increases the brief of ¡§attitude¡¨ of outdoor recreation; (7) officials¡¦ ¡§self-efficacy¡¨ reflect on the ¡§perceived behavioral control¡¨ of the resources and opportunities in outdoor recreation. In high social capital group, officials¡¦ cognition of ¡§behavioral intention¡¨ of outdoor recreation reflects on the degree of ¡§job involvement¡¨. In low social capital group, after officials reflect on the ¡§perceived behavioral control¡¨ of the resources and opportunities in outdoor recreation, the brief of ¡§attitude¡¨ is increased.

A Study of Female Managers¡¦ Coping Behavior with Work-Family Conflicts in Terms of Sex-Role Attitudes, Life-Style and Job Involvement Abstract In terms of human resources, female managers has come into a spotlight for their outstanding professional performance, efficiency and competitiveness in today¡¦s business world. According to the 10 managerial roles defined by Mintzberg(1973), female managers are required to take greater responsibility and spend longer working hours at their managerial job. Furthermore, family role expectations also require a female manger¡¦s time and energy. Therefore the fact that multiple role-demands compete a female manager¡¦s limited time is seen, and it is found that female managers are considered to face work-family conflicts more than their female counterparts working at the non-management level. The focus of this dissertation is based on the time-based interrole conflict proposed by Greenhaus & Beutell(1985) and is in accordance with three types of coping behaviors suggested by Hall(1972). This study was conducted in terms of sex-role attitudes, life-style and job involvement to understand how these factors interact with each other, affecting a female manager¡¦s coping behavior as a whole. Furthermore, how each of these factors affects a female manager¡¦s coping behavior with work-family conflicts is also discussed. Four Taiwanese female managers, who are working at the senior management level are interviewed, producing the quantitative data in this study. A case study approach was utilized and a semi-structured interview framework was used based on three factors mentioned above. This study concluded that sex-role attitudes, life-style and job involvement indeed affect a female manager¡¦s behavior to cope with work-family conflicts. It also suggested that better supportive organizational programs, sensitive family supports, and self-identity-clarified by a female manager herself- will aide them in handling work and family obligations, and will provide a ¡§no trouble back home¡¨ environment, allowing them to devote themselves to their managerial work. Keywords: sex-role attitudes, life-style, job involvement, work-family conflict, coping behavior

The thesis is to examine the relationship of the employees¡¦ salary satisfaction, job involvement and turnover intention in the internet industry to know whether the degree of salary satisfaction and job involvement will affect the turnover intention of employees or not. It also examines whether the employees have different salary satisfaction for the future and how this will affect their turnover intention. The result provide the managers of the industry to draw up appropriate salary management strategy to lift the salary satisfaction and job involvement, lower the turnover intention effectively and make the companies more competitive. Considering of the time, manpower and resources, the thesis take ten Internet companies as the samples. Effective questionnaires sent back are 108 and the effective rate is 12.9¢M. By using the statistic methods, the findings of this research indicate that: 1. The sex of the employees in the Internet industry has significant difference on ¡§salary satisfaction for the current¡¨. 2. The sex of the employees in the Internet industry has significant difference on ¡§salary satisfaction for the future¡¨. 3. The sex of the employees in the Internet industry has significant difference on ¡§job involvement¡¨. 4. The sex of the employees in the Internet industry has significant difference on ¡§turnover intention¡¨ 5. Female employees of the Internet industry have obviously higher ¡§turnover intention¡¨ than male employees. 6. The age of the employees in the Internet industry has significant difference on ¡§salary satisfaction for the future¡¨. 7. The marriage status of the employees in the Internet industry has significant difference on ¡§job involvement¡¨. 8. The current service length of the employees in the Internet industry has significant difference on ¡§turnover intention¡¨. 9. For the employees of the Internet industry, to appear significant negative correlations between ¡§current service length¡¨ and ¡§turnover intention¡¨. 10. The working service length of the employees in the Internet industry has significant difference on ¡§salary satisfaction for the current¡¨. 11. The working service length of the employees in the Internet industry has significant difference on ¡§salary satisfaction for the future¡¨. 12. The working service length of the employees in the Internet industry has significant difference on ¡§job involvement¡¨. 13. For the employees of the Internet industry, to appear significant positive correlations between ¡§working service length¡¨ and ¡§salary satisfaction for the current¡¨. 14. For the employees of the Internet industry, to appear significant positive correlations between ¡§working service length¡¨ and ¡§salary satisfaction for the future¡¨. 15. The department of the employees in the Internet industry has significant difference on ¡§salary satisfaction for the future¡¨. 16. The department of the employees in the Internet industry has significant difference on ¡§job involvement¡¨. 17. The department of the employees in the Internet industry has significant difference on ¡§turnover intention¡¨. 18. The grade of the employees in the Internet industry has significant difference on ¡§salary satisfaction for the future¡¨. 19. The monthly salary of the employees in the Internet industry has significant difference on ¡§salary satisfaction for the current¡¨. 20. The monthly salary of the employees in the Internet industry has significant difference on ¡§salary satisfaction for the future¡¨. 21. The monthly salary of the employees in the Internet industry has significant difference on ¡§job involvement¡¨. 22. For the employees of the Internet industry, to appear significant positive correlations between ¡§monthly salary¡¨ and ¡§salary satisfaction for the current¡¨. 23. For the employees of the Internet industry, to appear significant positive correlations between ¡§monthly salary¡¨ and ¡§salary satisfaction for the future¡¨. 24. For the employees of the Internet industry, to appear significant positive correlations between ¡§monthly salary¡¨ and ¡§job involvement¡¨. 25. For the employees of the Internet industry, to appear significant negative correlations between ¡§salary satisfaction¡¨ and ¡§turnover intention¡¨. 26. For employee of in the Internet industry, to appear significant positive correlations between ¡§salary satisfaction ¡§ and ¡§job involvement ¡§. 27. For employee of the Internet industry, to appear high positive correlations between ¡§salary satisfaction for the current ¡§ and ¡§salary satisfaction for the future¡§. 28. For employee of the Internet industry, to appear significant negative correlations between ¡§salary satisfaction for the current¡¨ and ¡§turnover intention ¡§. 29. For employee of the Internet industry, to appear significant negative correlations between ¡§salary satisfaction for the future¡¨ and ¡§ turnover intention ¡§. 30. For employee of the Internet industry, to appear significant positive correlations between ¡§salary satisfaction for the current¡¨ and ¡§ job involvement ¡¨ 31. For employee of the Internet industry, to appear significant positive correlations between ¡§salary satisfaction for the future¡¨ and ¡§ job involvement ¡¨. 32. The ¡§working service length¡¨ has significant positive forecast ability on job involvement. 33. The ¡§sex¡¨ has significant negative forecast ability on job involvement. 34. ¡§The salary satisfaction for the future¡¨ has significant positive forecast ability on job involvement. 35. The ¡§sales department¡¨ has significant positive forecast ability on job involvement. 36. The ¡§marital status¡¨ has significant positive forecast ability on job involvement. 37. The ¡§sex¡¨ has significant negative forecast ability on turnover intention. 38. The ¡§planning department¡¨ has significant positive forecast ability on turnover intention. 39. The ¡§current salary satisfaction¡¨ has significant positive forecast ability on turnover intention. 40. The ¡§marketing department¡¨ has significant positive forecast ability on turnover intention. According to the above result, I can discover the turnover intention of the employees of the Internet industry is getting higher. The employees are confident of their turnover ability, which will induce company loss. Thus I suggest that Internet companies shall combine the fiction with the substantiation to form a new type of enterprise. Furthermore, the result that the female employees have higher turnover intention but higher job involvement is worthy for proprietor of the Internet industry to pay attention to. Because the characteristics of female employees are helpful to the busy Internet working environment, the proprietor or professional managers shall consider to adjust or change the working environment, job content or management system to let female employees fully contribute their talent, lower their turnover intention and benefit the company.

In the past few years, the people require the government became more representative, reactive and responsible due to the change of society, the development of technology and the increase of the people¡¦s requirements. Therefore, the establishment of the efficient civil service system is the need for the current situation. The government has to maintain the civil service system, which is based on justice, rightfulness and merits system, before it becomes a democracy, which should represent the will of the people and owns by the people, from an authoritarian government. Most researches show that the employees¡¦ cognition of the performance appraisal¡¦s justice will affect their individual results and organizational results, and the cognition includes job satisfaction, job involvement, a commitment to organization, trust in the management and etc¡K Therefore, three different attributes of civil servants, who are respectively from the authority of Kaohsiung City Government, including police station, municipal hospital and tax authority, are subjects for the research. Individual attributes and the performance appraisal¡¦s justice (including procedural justice and distributive justice) are the self-variable item, and the working attitude (including job satisfaction, organizational commitment and job involvement) is the variable item. To take the discussion of the correlation and the influence between the self-variable item of individual attributes, the performance appraisal¡¦s justice and the working attitude as the reference to improve the performance appraisal¡¦s system and the development of the civil service¡¦s manpower, and then increase the service achievements of civil servants. There are 740 questionnaires in total of the research, and effective questionnaires are 631 copies. After Independent test, One-way ANOVA, Person Correlation Analysis, Regression Analysis, Hierarchical Multiple Regression, Canonical Correlation Analysis, and etc¡K the important discoveries are as follows: 1.The correlation and the influence between the procedural justice, distributive justice and the working attitude of performance appraisal are very obviously. The explanation of distributive justice for job satisfaction, organizational commitment and job involvement is greater than the procedural justice. That proves distributive justice is very important for the explanation of the working attitude. 2.In the aspect of civil servant¡¦s attribute, age, length of service and different authority will cause obviously difference to the procedural justice, distributive justice, job satisfaction, organizational commitment and job involvement of performance appraisal. 3.Thus it can be known by a typical correlation analysis, the degree of correlation between two variable items (performance appraisal¡¦s justice and the working attitude) and five principles variable items (including procedural structure, objective principle, opinion expression, actual achievements and self-evaluation) will mainly affect five anticipating variable items (including internal satisfaction, external satisfaction, endeavored to commit, valuable commitment and commitment of remaining in position). And the influence of results will mainly affect two anticipating variable items, including endeavored to commit and job involvement. According to the conclusion of actual demonstration, the following suggestion is provided for the process, result, working attitude and the management of the performance appraisal: Establish a different appraising standard and item in accordance with the character of position. The appraising standard and item should be made by both the management and the subordinates. The management and the subordinates should keep good interaction. The point of view of the basic level personnel should be taken seriously. The appraiser should be training. Strengthen the propagation of the function of the civil servants¡¦ protection system. Promote the status and representative of appraising committee. Strengthen the function of performance appraisal to the development of employees properly. Exercise the result of appraisal efficiently. Establish various and encouraging recompense or reward system. Increase the external satisfaction of the civil servants. The organization should pay attention to the knowledge management and the sharing system.

The thesis mainly studies, the relevant influential variables of the internal auditors¡¦ concentration on jobs and their efforts for the work, in consideration of the internal auditors¡¦ individual factors, which affect WV and JC; furthermore with an empirical survey and statistical analysis by SPSS program on the working attitude¡¦s influence on the JI and ITQ. The critical findings of the thesis are as follows: (1) Individual characteristics¡Ðsex, age, marrage, years of employment, reason of being an auditor, position, have obvious differentiations respectively on the partial dimensions of the internal auditors¡¦ WV. (2) Individual characteristics¡Ðage, marrage, education, years of being an auditor, reasons for being an auditor, position, certification of accounting/auditing, span of incremental salary, have obvious differentiations respectively on the partial dimensions of the internal auditors¡¦ JC. (3) Individual characteristics¡Ðage, years of employment, reasons for being an auditor, position, span of incremental salary, have obvious differentiations on the internal auditors¡¦ JI. (4) Individual characteristics¡Ðage, sex, years of employment, years of being an auditor, organization¡¦s capital amount, have obvious differentiations on the internal auditors¡¦ ITQ. (5) The whole WV have obviously positive correlation on internal auditor¡¦s JI. In details, the two dimensions of inner value and social status value have obviously positive effect with internal auditor¡¦s JI. (6) The whole JC have obviously positive correlation on internal auditor¡¦s JI. In details, except for task identity, the other four JCs have obviously positive effect with internal auditor¡¦s JI. (7) In order to decrease ITQ of the internal auditors, organization ought to upgrade the JI of internal auditor, especially put much emphasis on the compensation of the internal auditors; and directly expand the task variety and task proactiveness would also obviously decrease the internal auditor¡¦s ITQ. (8) In order to upgrade the internal auditors¡¦ JI or decrease their ITQ, the interaction of the different JC and individual WV would indicate the outcome of facilitation or suppression to main effects with interference.

While the scale of an organization has been huge and runs for ages, it is not merely the bureaucracy we have to consider but to properly adjust the main structure of the organization that is adverse to boost up the competitiveness. What Taiwan urgently requires is to enhance the nation¡¦s competitiveness; nevertheless, the fundamentals of four-rank government are necessary to make an adjustment. What is more, they are required to alter and simplify the great overlapping in terms of provincial and central government¡¦s human resource, cost, controlled land and numbers of population. The reasons that influence the success and failure of the government reengineering might be sophisticated; however, the key element is undoubtedly the employees¡¦ support and cooperation. In Taiwan, the researches with regard to the government reengineering are mostly concentrated on the domain of system; as to the impacts of government reengineering on staff¡¦s job satisfaction, organization commitment, job involvement and their intention to quit are lack of related-research. Based on the above stated incentives, and with a view to realizing the influences on reengineering government as to staff¡¦s job satisfaction, organization commitment, job involvement and their intention to quit, this research is attempted to study the staff attitude after simplifying the provincial structure and come up with suggestions as guides on formulating human resource¡¦s strategies when carrying out government reengineering by central government organizations. The suggestions that propose in this research are as follows: communicating with the staff by holding the colloquiums frequently; conducting second-job-skill-training seminars based on individual¡¦s needs; appropriately granting authority to the staff to increase their job satisfaction, organization commitment, job involvement as well as decrease job insecurity and their intention to quit.

Abstract After Joining WTO (World Trade Organization), being in international, versatile and global conflict, it is critical for enterprises to research new organization architecture and management in flexible way. That is to say, the functional flexibility, numerical flexibility or wage flexibility plays a very important role to improve capability, reduce cost and increase profit. Nevertheless, the strategy will be meaningful to improve performance when closely connecting with employees¡¦ satisfaction and involvement. This study is developed via the questionnaires on the highest executive and basic employees from 40 branches of case company. To investigate the interaction effect between human resource flexibility and performance by the highest executive survey, and to investigate the interaction effect between job satisfaction and job involvement after flexibility strategy executed by the employees¡¦ survey. Finally the analysis was done by reliability analysis, descriptive statistics analysis, one-way Anova (analysis of variance), correlate analysis and regression analysis, and find the following results: 1. The functional flexibility has significantly influences on organization performance. 2. The wage flexibility has significantly influences on organization performance. 3. Different point view on human resource flexibility will happen due to different characteristic. 4. After human resource flexibility executed, different organization performance will happen due to different characteristic. 5. Different point view on wages flexibility will happen due to different characteristic. 6. After wage flexibility executed, different job attitude will happen due to different characteristic. 7. After wage flexibility executed, job reward satisfaction has significantly effect on job attitude. According to the research result, we find a safe and fair wage reward system will have significant effect on employees¡¦ job satisfaction and job involvement. ¡§No pain, no gain¡¨, a friendly consideration will enable to improve organization performance.

ABSTRACT Most of the organizational politics derive either from achieving the organizational goal by organizational members, or from the purpose of maximizing self-interests. Therefore, Perceptions of Organizational Politics (POPs) might influence the perception of need satisfaction or outcome and affect job involvement and job performance. The purpose of the study is to understand the relationship among POPs, job involvement and job performance. Through empirical survey, there are several outcomes as follows: 1. Females have more political perceptions of organizational policy and practice than males do. 2. Members under 35 years old have more perceptions of supervisors¡¦ political behavior and have more perceptions of coworkers¡¦ and cliques¡¦ political behavior than members over 35 years old do. 3. Single members¡¦ POPs is higher than married members¡¦. 4. Non-managers¡¦ POPs and perceptions of coworkers¡¦ and cliques¡¦ political behavior are higher than managers. 5. The higher the managers¡¦ level, the higher the job involvement. 6. The dimensions of POPs are negatively relative to job involvement. 7. By controlling sex, marriage, age, education, service seniority, and position to examine the relationship between POPs and job performance. 7.1 Females, single, under 35 years old, college and above, seniority and managers have higher perceptions of supervisors¡¦ political behavior and lower job performance, task performance, and contextual performance. 7.2 Females, college and above, seniority, and managers have higher political perceptions of organizational policy and practice, and higher job performance. 7.3 Males, under 35 years old, college and above, less years spent on the job, non-managers have higher political perceptions of organizational policy and practice and higher task performance. 7.4 Females, seniority, and managers have higher political perceptions of organizational policy and practice and higher contextual performance. 8. As an interference variable, job involvement doesn¡¦t significantly interfere the relationship between POPs and job performance.

For managing an enterprise, the exterior must face the fast changes of markets, technologies, and customers and the interior must communicate and coordinate among superiors, colleagues, and subordinates. Under the allocation of limited resources, members in organization usually utilize their own power to acquire the extra-benefits for protecting their own or group¡¦s benefits. The frequency and strength of political behavior occurred in the organization depend on the factors such as organizational framework and environment to be varied. Among these factors, the employee mindset is a major problem ¡]Tushman¡A1977¡^. The study uses Perceptions of Organizational Politics Model developed by Ferris et al.¡]1989¡^as research frame to discuss the effects of perception of organizational politics on job satisfaction, job pressure, Job involvement, and turnover tendency of organizational employees: do Perceptions of Organizational Politics vary in different industries and if there is a difference in the degree of Perception of Organizational Politics of employee¡¦s behavior in different industries. In the study, Perceptions of Organizational Politics Scale (POPS) totals 26 items which adopt 15 items from POPS of Kacmar & Carlson (1992) plus 11 items out of 31 items of Kacmar & Ferris (1992). After factor analysis, the POPS is divided into four perspectives: ¡§superior behavior¡¨, ¡§go along to get ahead¡¨, ¡§promotion and difference between policy practice and execution ¡¨ and ¡§coworker and clique behavior¡¨. The objectives of the study are ¡§public and private hospital¡¨, ¡§private high technology industry¡¨, ¡§private traditional manufacturing industry¡¨, ¡§public service industry¡¨, ¡§government agency¡¨ and ¡§public and private school¡¨. A total of 1141 questionnaires were mailed to the firms of industries described above, among the returned, 935 questionnaires were effective. The data were analyzed by Correlation Analysis, Reliability Analysis, Factor analysis, ANOVA , and Regression Analysis. The results show as the followings: 1. ¡§Sex¡¨, ¡§Age¡¨, ¡§education level¡¨ and ¡§tenure¡¨ of individual variables have no significant difference in Perceptions of Organizational Politics. 2. The results of the whole sample analysis confirm that Perceptions of Organizational Politics in the elementary employees are higher than that in the superiors. 3. In the study of cross-organizational comparison, It is found that in different industries Perceptions of Organizational Politics indeed cause negative effects on job satisfaction and job involvement, which make employees produce job pressure and increase the intention to leave. 4. The degree of Perceptions of Organizational Politics in employees varies in different industries, among surveyed industries, the Perceptions of Organizational Politics in ¡§public and private hospital¡¨ are highest. 5. ¡§Superior behavior¡¨ is the most important reason to cause employees¡¦ job unsatisfaction, job pressure and turnover tendency in different industries. 6. The study shows that ¡§coworker and clique behavior¡¨ has no significant effect on employee¡¦s job satisfaction, job involvement and turn over tendency, however, it is the main source of employee¡¦s job pressure in ¡§private high technology industry ¡¨and ¡§government agency¡¨. 7. ¡§Salary, Promotion and difference between policy practice and execution ¡¨ is the major reason for employees in ¡§private traditional manufacturing industry¡¨ to decease the intention of job involvement. It means that employees in ¡§private traditional manufacturing industry¡¨ than that in other industries care salary, promotion and difference between policy practice and execution. 8. Employees in ¡§public service industry¡¨ and ¡§public and private school¡¨ have higher level of job satisfaction than other surveyed industries. 9. Employees in ¡§public and private hospital¡¨, ¡§private traditional manufacturing industry¡¨ and ¡§private high technology industry¡¨ have higher job pressure than other surveyed industries. 10. Employees in ¡§private high technology industry¡¨, ¡§public and private school¡¨ and ¡§public service industry¡¨ have higher intention of job involvement than other surveyed industries. 11. Employees in ¡§private traditional manufacturing industry¡¨ and ¡§public and private hospital¡¨ have higher turnover tendency than other industries. The results of the study confirm that Perceptions of Organizational Politics indeed cause negative effects on employee¡¦s job satisfaction and job involvement, bring employees job pressure, result in decrease of job morale, and further increase the intention to leave. At this time, it depends on managers how to develop their own creativity and carry out strategic integration to gather the organizational members together. So a high performance team can be built to increase the competitive ability of the enterprise.