Abstract From related studies about volunteer in this country (Taiwan), the following problems are very obvious. They are high circulation of these volunteer and low sustenance of the serving effects. From these studies, we find that training might be one important factor to help the volunteer in the organization construct the work enthusiasm, matured skill, service ideas, and become a loyal employee in the organization. Therefore, this study aims to discuss the relationship between the volunteer of training and the degree of their job involvement. This study will be discussed from the following aspects. First, is training the major factor to affect the degree of job involvement? Second, is the degree of volunteer¡¦ job involvement affected by the attribution of the organization and volunteer¡¦ individual factors? Third, Do the attribution of the organization and volunteer¡¦ individual factors affect the degree of the effect that volunteer of training causes on the job involvement? In this study, data collection is by questionnaire. The subjects are from 250 nonprofit organization. 233 organizations enrolled in http://volunteer.nyc.gov.tw (the youth volunteer service net of the youth-guidance society) , and 17 organization in the Minitsry of the Interior One hundred organizations from the 250 are selected randomly. The questionnaires collected are from 996 volunteer belonging to 64 organizations. The effective questionnaires from nonprofit organization are 64, (64%). The effective questionnaires from volunteer are 982, (49.1%). The result of these questionnaires shows: First, The five characteristics of the organization, ¡§attribution of organization¡¨, ¡§degree of volunteers¡¦ job involvement¡¨, ¡§the installment of presidence¡¨, ¡§missions of the organization¡¨, and ¡§the operating method of the organization¡¨ show significant effect on job involvement; while ¡§type of management of volunteers¡¨ and ¡§routine work of volunteer¡¨ don¡¦t show significant effect on job involvement. Second, The following 12 individual factors of volunteer, ¡§age¡¨, ¡§religion¡¨, ¡§job¡¨, ¡§marital status¡¨, ¡§seniority¡¨, ¡§social working experience¡¨, ¡§position of job¡¨, ¡§gender¡¨, ¡§education degree¡¨, ¡§times of working¡¨, ¡§working hours¡¨, ¡§part-time social working¡¨ show significant effect on job involvement; while ¡§degree of profession¡¨, ¡§degree of working autonomy¡¨, and ¡§training experience¡¨ don¡¦t show significant effect on job involvement. Third, Generally speaking, the degree of the implementation of every stage of training doesn¡¦t show significant positive effect on job involvement. The more multiple goals in the training session and the higher frequency of the implementation, the more significant negative effect on job involvement it will be. The higher degree of multiple investigation methods and the higher frequency of implementation, the higher degree of the positive effect on the recognition of the importance of work it will be. If only resources are provided for volunteers to learn by themselves, the effect on the volunteers¡¦ job involvement is lower than given the opportunities for volunteers to join the training of ¡§²»©M­pµe(peace-plan)¡¨, ¡§off the job training¡¨, and ¡§external training¡¨. Fourth, The following four factors, ¡§the number of mission of organization¡¨, ¡§the operating method of the work¡¨, ¡§the installment of presidence¡¨, and ¡§routine work¡¨ interacting with training individually show significant effect on the job involvement; while ¡§the attribution of organization¡¨, ¡§the degree of joining in the organization¡¨, and ¡§the type of management of volunteers¡¨ interacting with training show no significant effect. Fifth, The following eight individual factors, ¡§volunteers¡¦ training experience¡¨, ¡§position in the job¡¨, ¡§age¡¨, ¡§times of service per month¡¨, ¡§hours per service¡¨, ¡§gender¡¨, ¡§job¡¨, ¡§experience of being volunteers¡¨ interacting with training show significant effects on the job involvement; while ¡§degree of profession¡¨, ¡§degree of working autonomy¡¨, ¡§part-time social working¡¨, ¡§degree of education¡¨, ¡§marital status¡¨, ¡§seniority¡¨, and ¡§religion¡¨ interacting with training show no significant effect. Key words¡Gvolunteer¡Ftraining¡Fjob involvement

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The Effect Of Organizational Political Behavior On Employee's Job Involvement Summary The Study explores how Perceived Organizational Political Behavior (POPB) affect employee's Job Involvement (JI). Chang Chan Lin's (2002) Organizational Political Behavior Scale is tested. Through factor analysis, there are seven dimensions of POPB: Attacking Others, Power-Earning, Peaceful and Reasonable Behavior, Actively Expressing Opinions, Using Job Authority, and Using Expert Authority. In JI scale, Kanugo's (1982) ten-item scale is tested. First, examine the relationship between the seven-dimension POPB and JI via Person Correlation. Second, knowing how POPB affect JI via multiple regression. Third, there are four cluster of POPB via cluster analysis, such as: Perceived Gaining Power and Preventing from Responsibility, Perceived Job-Authority Oriented, Perceived Passive Political Behavior, and Perceived Interpersonal Oriented. Finally, analyze how POPB affect JI via multiple regression in each cluster. The result shows that POPB of Peaceful and Reasonable Behavior, Actively Expressing Opinions, and Using Expert Authority have positive effects on JI. Besides, different POPB can positively induce JI in different cluster: In Perceived Gaining Power and Preventing from Responsibility, Peaceful and Reasonable Behavior has mainly positive effect on JI. In Perceived Job-Authority Oriented, Using Expert Authority has mainly positive effect on JI. In Perceived Passive Political Behavior, Actively Expressing Opinions has mainly effect on JI. In Perceived Interpersonal Oriented, Using Expert Authority has mainly positive effect on JI.

ABSTRACT Due to the combined factors of the declining of the birth rate year by year; the impact caused by the change of population structure and the incapability of the highway supervising authorities to thoroughly implement Clause 35 of ¡§The rules governing the private driving schools¡¨, the livelihood of the coaches and the staff are adversely hampered and it is also against the anticipation of the management. This research is purposed to study how the management, under the circumstances, to stimulate the sense of belonging amongst the staff and to boost their morale through the job involvement as well as job satisfaction so as to achieve the competitiveness and the efficiency of an organization. This study uses the personal variants as the independent variable ; the job satisfaction and the job involvement as the middle variable trying to probe the possible correlations between the two abovementioned factors and the job efficiency. This thesis¡¦ object is the staff of the driving schools nationwide. It uses questionnaires to collect deta. With regard to the deta analysis, the methods of description statistics analysis, factor analysis, credibility analysis, the T-survey of independent objects, the single factor variation analysis and the regression analysis etc. are used. Firstly, it describes how the objects get scores among the variants. Secondly, the single factor variation analysis is used to examine whether the personal variants show up apparent differences to the job satisfaction, involvement and efficiency. The multiple regression analysis is used to analyze the possible influence and the predictability of the personal variants towards the job satisfaction, involvement and efficiency. multiple regression analysis is used to probe whether the job satisfaction has any apparent impact on the job involvement and job efficiency. The outcome shows: (1). The gender factor among the personal variants has no apparent differences after one-by-one comparison whereas this research finds that the male has higher exterior work satisfaction than the female. (2). The variety of divisions has apparent difference towards interior job satisfaction, so is the characters of work towards the interior satisfaction. (3). Through the difference analysis, it is found that the personal traits have no apparent difference towards the job autonomy of the staff. (4). The characters of work have apparent difference towards the job development. (5). Age has apparent difference towards job efficiency. (6). The age of the staff has apparent difference towards the job involvement. (7).The interior satisfaction of a satisfactory work has apparent difference towards job involvement. (8). Job satisfaction has no influence on the job efficiency. (9).The job involvement has no apparent impact on job efficiency. According to the outcome of the research, this thesis suggests that: (1).The employment and assignment of the work must accord with the specialty of the employees. (2).The furtherance of training is needed to enhance the work ability. (3).It needs to improve the mechanism of the efficiency evaluation.

Taiwan Railway Administration Bureau (TRAB) is a public transportation service unit; it has obtained the monopoly of Taiwan railway transportation business. Recently because of the policy of going private for most of the national business, the employee turn over rate is high, new employees who intend to resign from the company is increasing. Many competent employees left and caused big damage to the company, and many works can not be accomplished smoothly, how to build up a pleasant atmosphere and inspire the employees potential, increase their job satisfaction, reduce the turnover rate, in order to bring the maximum benefits for the organization becomes the most critical issues. This research is focused on the employees at Taiwan Railway Administration Bureau, their work attitude and the overview of the resignation inclination. The target groups are the employees at the head office and the engineering department, and the researcher chose the random selected people to fill in the questionnaires and test there opinions. This research covers 400 copies of questions, through the process of going private, the researcher intends to see the result of different people¡¦s personal attributes toward job involvement, job satisfaction, resignation inclination, etc. and try to get the variables and the result of the research: 1.Different employees¡¦ attitudes in TRAB with different personal attributes variables, they have significant difference in each dimension of job involvement, job satisfaction, and resignation inclination. 2.TRAB employees¡¦ attitudes with different degree of job involvement have the significant influence to resignation inclination. 3.TRAB employees¡¦ attitudes with different degree of job satisfaction have the significant influence to resignation inclination. 4.TRAB employees¡¦ attitudes that have the interrelation between job involvement in each dimension and personal attributes variables have the significant influence to resignation inclination. 5.TRAB employees¡¦ attitudes that have the interrelation between job satisfaction in each dimension and personal attributes variables and have the significant influence to resignation inclination. 6.TRAB employees¡¦ attitudes toward job involvement have significant positive co-relation to job satisfaction. According to the result of the research, this research are covered with the following suggestions to TRAB : 1.Set up fair and reasonable diversified performance evaluation and promotion system. 2.Increase feedback programs to the best performed employees, give them the opportunities to think and decide. 3.Set up the retention plan. 4.For the employees that have higher education or have higher position, the company should design more challenging, diversified, self-controlled jobs, and they have more opportunities to use different skills to complete various jobs, in order to increase the sense of job satisfaction. 5.Reinforce the employees¡¦ cohesiveness, reduce the resignation inclination. The suggestions to the following researchers: There are many factors that influence an employee to resign; this research is only focused on job satisfaction, job involvement and personal attributes variables, other variables such as organization climate, culture, leadership behaviors etc. have not been researched. This research suggests that the following researchers can concentrate on the resignation inclination in many other cases, and analyze with multiple variables.

When facing the highly competitive environment in high-tech industry, how to excite the employee¡¦s job involvement and drive their performance turns to be an important issue. Especially when the stock bonus is no longer a key stimulation tool to the employer, leadership will be and important part to make human resource more effective. The major purpose of this research is to examining the effect of transformational leadership on job performance and use job involvement as mediating factor. This research was proceeded by questionnaire to the sampling objects of high-tech enterprises. The result verified the hypotheses below. 1.Transformational leadership effects positively on job involvement. 2.Job involvement effects positively on job performance. 3.Transformational leadership effects positively on job performance. 4.Job involvement has mediating effect between transformational leadership to job performance.

This research was to learn the trust of direct leaders from the points of the staff, and to discuss how to influence organizational commitment and job involvement. Since trust of direct leaders was one of the key factors to increase organizational commitment and job involvement, the cohesion will turn up when the staff accept the concern from directors, and the group can collaborate. Therefore, the operation of an organized system and the achievement of assignment were necessary to base on the trust of direct leaders, then it brought the maximum beneficial result. After getting nine hundred and thirty-six available questionnaires, this research used the methods of Analysis of One-Way Factorial Variance, Correlation Analysis, and Analytical Regression Process to get the verification. According to the statistics, I addressed the conclusion and recommendation of this research. In the discovery of the result, individual variables were including the trust of direct leaders, organizational commitment and job involvement. There wasn¡¦t any noticeable difference in sex, but it existed in marriage, age, work experience, education level and position. Moreover, according to the result of the research in Correlation Analysis, the trust of direct leaders, organizational commitment and job involvement caused high positive correlation . It means the degree of the trust of direct leaders is higher, and the staff would have higher organizational commitment, and degree of job identification and involvement. In addition, the work experience with directors was interference variables, and to prove if there was the interference effect in the trust of direct leaders from organizational commitment and job involvement, the verified result revealed that there wasn¡¦t any interference effect in any other factors, except Cognition-based Trust could effect the value and effort commitment . In terms of the collection of this research results, the assumptions approximately existed in Correlation Analysis, and on the contrary, they didn¡¦t exist in interference effect. In conclusion, I had some recommendation for this research to provide the enterprise some different ideas and directions of management. The organization should emphasize how to increase the trust of direct leaders, enhance the interaction between the management and the staff, lift organizational commitment from the personnel, and raise the degree of job involvement for the advantage of the organization development.

As time goes by, managers realize that exceptional employees are the crucial factors which affect the success or failure of companies. The attitude and feelings of employees are affected by Job Characteristics, and it will further affect the Job Involvement of employees. When employees go into the works which are provided with good job characteristics, managers still need considering the differences between employees. According to some researches, Self-Esteem play an important role in many aspects of employees¡¦ life, so it can be used to measuring the differences between employees. The purposes of the study are to explore the relationship between job characteristics and job involvement, then add self-esteem as a moderator variable to explore the relationship among these variables and make further suggestions to modern companies for arranging job duties and selecting employees. The objects of the study were the Taiwan workers of a case company. The study adopted a convenience sampling method. 200 questionnaires were distributed and resulted in 177 valid responses, comprising the effective return rate of 88.5%. The software SPSS was used for correlation analysis, regression analysis and T test to test the hypothesis. The findings show that there is a significant positive correlation between job characteristics and job involvement, then add self-esteem as a moderator variable to find that there is still a significant positive correlation between job characteristics and job involvement in those workers who are in high level of self-esteem ; on the other hand, there isn¡¦t a positive relationship between job identity, job feedback and job involvement in those workers who are in low level of self-esteem. But there is still a positive relationship between skill variety, job importance, job autonomy, and job involvement.

ABSTRACT Title: The Study of Global Team Management & Job Involvement Author: Ju-Hui Tsai Advisor: Professor Bih-Shiaw Jaw The emergence of global teams has been caused by the globalization of the world economy. Multinational corporations are benefiting from the use of global teams; however, they are facing many management challenges as well. This research is to explore current global team management practice & job involvement. After the author interviewed 7 global teams in high-tech multinational corporations, the propositions are as follows: Proposition 1: The less global team experiences the members have, the more local managers¡¦ assistance they need. Local managers assist members engaged in local environment soon. Local managers are also consultative for local legal regulations, salary market & employee development. Proposition 2: The more global team experiences the members have, the higher degree of cross culture knowledge they have. The best way to learn cross culture management knowledge is to realize through daily working experiences. Proposition 3: Those global teams who emphasize more on culture diversity management have better performance. Proposition 4: The key successful factor to increase global team performance is to select mature, experienced & independent members. Proposition 5: The most important criteria for global team selection are language & communication capabilities. Proposition 6: The most challenging for global teams is unable to have effective communication in real time. Proposition 7: Global team model is not sure better than traditional team model for corporations. It depends on the industry & the business scope. Proposition 8: For team members, the advantage of global team experiences is to underst& other countries¡¦ environment. But on the other h&, the disadvantage is lacking in sense of belongings. Proposition 9: The most challenging for global team performance management is how to display one¡¦s capability or to realize employees¡¦ real performance cross time zones & boundaries. Proposition 10: Those global teams who set up regular communication mechanism have higher job involvement. Key words: global teams, cross culture management, job involvement

There were 866 valid questionnaires from 970 released ones to primary school teachers in 84 Municipal Primary Schools in Kaohsiung, and the results are given below. 1. Part of the aspect of the principals¡¦ leadership behavior, teachers¡¦ job involvement and organization commitment would show significant difference because of different demographic variables. 2. There shows a significant positive correlation between the consideration behavior of the principals¡¦ leadership behavior and the teachers¡¦ job enjoyment, concentration and preparation aspects in their job involvement. 3. There shows a significant positive correlation between the initiation of structure of the principals¡¦ leadership behavior and the teachers¡¦ job enjoyment, concentration and preparation aspects in their jobs. 4. The consideration behavior of the principals¡¦ leadership behavior has significant and positive correlation with the affective commitment and normative commitment of teachers¡¦ organization commitment. 5. The initiation of structure of the principals¡¦ leadership behavior has significant positive correlation with the affective commitment, continuous commitment and normative commitment of teachers¡¦ organization commitment. 6. The consideration behavior of the principals¡¦ leadership behavior has significant negative correlation with the enjoyment of the teachers¡¦ job involvement. 7. The correlation among the initiation of structure of the principals¡¦ leadership behavior and the teachers¡¦ job enjoyment, concentration and preparation aspects in their job involvement are strong and positive. 8. The correlation among the consideration behavior of the principals¡¦ leadership behavior and the affective commitment and normative commitment of teachers¡¦ organization commitment is strong and positive. 9. The correlation among the initiation of structure of the principals¡¦ leadership behavior and the affective commitment and normative commitment of teachers¡¦ organization commitment is strong and positive.