Abstract According to the report of the Directorate-General of Budget, Accounting and Statistics, the 68.98% GDP is come from service industries. There are more than three million people in service industries. And the most part of service industries is the banking industry. These banks have a very important question is how to live in the uncertainty environment and how to out standing in this industry. The high quality service is the solution for these questions. So, they have to raise their employees for the customer orientation. The internal marketing can help the banking industry that to build their staffs on the customer orientation. This research is talking about the HRM use the internal marketing to raise the customer satisfaction of employees, and the satisfaction can affect the performance of the staff and the customer orientation. In this study, the results show that: 1. The internal service quality of the HRM is related to the internal satisfaction, job performance and the customer orientation. 2. The target of sales in the customer orientation is not related to the internal service quality of the HRM, the internal satisfaction and the job performance. 3. The personal factors are different in the internal service quality of the HRM, the internal satisfaction, the customer orientation and the job performance. 4. The internal service quality of the HRM can affect the internal satisfaction, the customer orientation and the job performance. 5. The internal satisfaction can not affect the customer orientation and the job performance. 6. The customer orientation can affect the job performance. Key words: internal marketing, service quality, customer orientation, job performance, customer satisfaction, banking industry

As middle management is pillar of enterprise, so to develop middle management¡¦s professional competence is the key factor for enterprise¡¦s growth and competitiveness. To strengthen middle manager¡¦s management skills that can improve business performance and could be the key process for nurture of future successor. In an organization, middle management plays the key role to integrate and adjust organizational competence, therefore the ability to build network relationship among members and cooperate with other people to enhance social capital, develop human capital and cumulate personal physical capital is the most important objectives. The purpose of this study is to investigate the relation of social capital, job performance and career success. In this study, social capital is defined as independent variables, job performance and career success are defined as dependent variable. Furthermore, using the organization climate and shared normative frameworks as the interfered variable to investigat the effect of interference to social capital, job performance and career success. This study adopted questionnaire survey and target on middle management in various industry. The data were analyzed by reliability analysis, factor analysis, one-way ANOVA and hierarchical regression analysis to discuss the relationships between social capital, job performance and career success and the moderating effect of interference for organization climate, shared normative frameworks. The findings of the study are as follows. (1) Micro level and meso level of social capital correlates positively with career success. (2) Micro level and meso level of social capital correlates positively with job performance. (3) Organization climate and shared normative frameworks causes partially intervention on relation of micro level and meso level of social capital and career success. (4) Organiztion climate and shared normative frameworks causes intervention on relation of micro level social capital and job performance is partial significant. (5) Organiztion climate and shared normative frameworks causes intervention on relation of meso level social capital and job performance is not significant. According to the results, we offer the following suggestions: (1) For enterprise: To enhance information and resource flow, promote high quality leadership and communication, reinforce recruiting, talent selection strategy and organization climate; (2) For employee: To reinforce social capital to improve job performance, cultivate learning, responsible attitude.

Abstract The 21st century globalization and liberalization pose distinctive human resource management challenges to businesses especially those operating across national boundaries as multinational or global enterprises (Huselid, 1995). According to Huselid (1995), strategic human resource management primary should be emphasized to ensure that managers and employees are adjusting and accepting their organizational human resource practices in their daily work, thus, the human resource management practices appear to be more essential. The study attempted to gain a better understanding of the human resource management practices in hairdressing salon service industry in Taiwan by analyzing the relationships between employee¡¦s technical skill and organizational commitment on work performance. The data was collected by the researcher using mailing and delivering questionnaires. The sample size included 500 hair stylists from north, central, and south of Taiwan. There were 307 questionnaires and the return rate was 61.4%. The data was analyzed by descriptive statistics, Pearson correction analysis, and Structure equation modeling. The results of this study were as follows: 1. The perception of hair stylists on the human resource management practices showed high in employment security, then in decrease status distinction, training, contingent and compensation. 2. The organizational commitment and technical ability showed positive corrections on human resource system. In addition, the influence on the organizational commitment is greater than on the technical ability. 3. There was a negative relationship between organizational commitment and turnover intention. 4. There was a positive relationship between technical skill and work performance. 5. The work performance could be improved by using the intermediary result of technical ability from the human resource management practices. 6. There was a negative relationship between turnover intention and human resource management practices.

Manager¡¦s managerial effectiveness is measured by how successfully he/she influences others. Leaders exert influence tactics to achieve task objective and organizational long-term objectives in a complex environment in order to maximize their job performance. By means of influence tactics, managers exert political behavior over others to achieve their organizational power settings. Thus, the purpose of the study is to understand the relationship between downward influence tactics and job performance. Results showed as following: 1. Male managers use more rationality influence tactic than that of females; female manager¡¦s contextual performance is better than that of males. 2. Managers with age between 30-39 use rationality influence tactic more than those of age 50 and above; managers with age below 30 use network and counteract influence tactics more than those of other age groups; task performance and contextual performance of managers with age over 50 are better than other age groups 3. Single managers use counteract influence tactic more than married managers; task performance and contextual performance of single managers are better than those of married managers 4. Managers with Master/Doctoral degrees use rationality, network, exchange, pressure, and counteract influence tactics more than those of other educational backgrounds. 5. Managers with 1 ~ 3 years working experiences use rationality and counteract influence tactics more than those of other years of working experiences; managers with working experiences over 10 years use network and pressure more than those of other years of working experiences. 6. High-level managers use rationality and pressure influence tactics more than those of other lower level managers; project-based managers use network and counteract influence tactics more than those of other levels of managers. 7. Middle-level managers have higher task performance than that of other levels of managers; high-level managers have higher contextual performance than that of other levels of managers. 8. After using gender, age, martial status, educational background, working experience and job level as control variables, and compare the relationship between downward influence tactics and job performance, we found: 8.1 Managers who are male, age over 35, single, college and below educational background, middle/high level, 5 years and above working experiences, the more rationality influence tactic they use, the better their job performance are. 8.2 Managers who are university and above, have 5 years and above working experiences, the more exchange influence tactic they use, the better their job performance are. 8.3 Managers who have less than 5 years of working experiences, the more pressure influence tactic they use, the better their task performance are. 8.4 Managers who are male, 35 years and above, single, university and below, and middle/high level, the more exchange influence tactic they use, the better their contextual performance they are.

Abstract Our industrial structure has been changed with the impact of competition recently. The structure of labor has been changed dramatically by the influence of industrial structure. No matter what it is related to industrial upgrade or economic development of knowledge, they all need allocate the human resources. So the corporation can keep its competitive advantage. However, the most important in the corporation is management who can take good care of resources and talent in the firm. They make the entry barrier, so the valuable property in the firm can¡¦t be easily imitated by competitors. The management of talent and its development is positive for the operation of organization. The management has gotten rid of the image of falling behind and bogging down and refusing to change. Now, it turns out to be the strategy driving and interface and continuous innovation after promotion of the self-competition. The research subjects the intention of self-learning of management if it can upgrade the talent of management and show the job performance. Besides, the research subjects perceived organization supporting if it can affect the willing the self-learning. Therefore, the research studies the middle level of management in industries of Taiwan. The methodology uses random sampling. The questionnaires sent out by 403 and effective questionnaires are 200. analyzed by statistics methods of t-test analysis of independence, analysis of variance (ANOVA), Pearson¡¦s product-moment correlation, and multiple regression. The result confirms several important discoveries as follows: 1. As the relation on self-directed learning readiness and management competency and job performance, it can be summarized below: (1).The greater self-directed learning readiness, the greater is the degree of management competency. (2).The greater management competency, the greater is the degree of job performance. (3).The greater self-directed learning readiness, the greater is the degree of job performance. 2. There is a positive correlation in the self-learning and effective learning of self-directed learning readiness and job performance, and it also has high prediction 3. The management competency about professional capability and social communication and leadership is positive correlation to job performance. The most importance is professional capability. 4. Management competency has mediating effect between the self-directed learning readiness and job performance. 5. According to the moderating effect of the perceived organization supporting between the self-directed learning readiness and management competency in the study found that the management should be in favor of learning by effective leading. It can promote the professional capability.

This search was conducted to focus on the relationship between the type of Taiwanese managers¡¦ politics of downward influence and job performance, with responsible individual correlation, and to influence job performance. The search method this study used was group segmentations. After empirical analysis, we found out: 1. By using K-means ¡§Cluster analysis¡¨, we got three different types of Taiwanese manager¡¦s politics of downward influence. We named them by their downward influence politics and strategies as follows: 1-1 Controlling & Counteracting. 1-2 Reciprocal Networking. 1-3 Exerting Pressure. 2. The relationship between individual variable and the type of politics of downward influence are below: 2-1 Manager to the type of politics of downward influence with gender, age and martial status has no significantly effect. 2-2 Manager to the type of politics of downward influence with the education background, working experience and job level has significantly effect. 3. The relationship between the type of Taiwanese managers¡¦ politics of downward influence and job performance are below. 3-1 Manager of the ¡§Reciprocal Networking¡¨ has better contextual performance than ¡§Controlling & Counteracting¡¨. However, manager of the ¡§Exerting Pressure ¡§doesn¡¦t reveal the difference with the contextual performance. 3-2 Manager of the ¡§Exerting Pressure¡¨ has better task performance than ¡§Controlling & Counteracting¡¨. However, manager of the¡¨ Reciprocal Networking¡¨ doesn¡¦t reveal the difference with the task performance. 3-3 Manager of the¡¨ Reciprocal Networking¡¨ has better job performance than the ¡§Controlling & Counteracting¡¨. Manager of the ¡§Exerting Pressure¡¨ has better job performance than ¡§Controlling & Counteracting¡¨.

Because new generation is going to be main power in the human resource market, the research object of this study is the employee who is 25- to 40- year- old. There are three purposes. First, what relationship is between the new generation employee¡¦s upward political behavior and job performance? Second, what relationship is between the styles of the new generation employee¡¦s upward political behavior and job performance? Third, what relationship of the different styles is between the new generation employee¡¦s upward political behavior and job performance? The main research results are: 1.The factors of upward political behavior include exchange and upward appeal, rational persuasion, image management, ingratiation, and blocking. The factors of job performance include task performance and contextual performance. ¡§Exchange and upward appeal¡¨ and ¡§blocking¡¨ have significantly negative effect on the factors of job performance. ¡§Rational persuasion¡¨, ¡§image management¡¨ and ¡§ingratiation¡¨ have significantly positive effect on the factors of job performance. Moreover, ¡§ingratiation¡¨ has no significant effect on task performance. 2.The styles of upward political behavior include tactician, full-dimension person, shotgun, understanding person, and self-tactician. All styles have the significant difference in the factors of job performance. 3.All styles of new generation employees¡¦ upward political behavior have the different relationship between the factors of upward political behavior and the factors of job performance. (1) Tactician: ¡§Exchange and upward appeal¡¨ has significantly negative effect on the factors of job performance. ¡§Rational persuasion¡¨ has significantly positive effect on contextual performance. ¡§Image management¡¨ has significantly positive effect on the factors of job performance. (2) Full-dimension person: ¡§Exchange and upward appeal¡¨ and ¡§blocking¡¨ have significantly negative effect on the factors of job performance. ¡§Rational persuasion¡¨ and ¡§ingratiation¡¨ have significantly positive effect on the factors of job performance. (3) Shotgun: ¡§Exchange and upward appeal¡¨ has significantly negative effect on the factors of job performance. ¡§Image management¡¨ has significantly positive effect on the factors of job performance. ¡§Ingratiation¡¨ has significantly positive effect on contextual performance. (4) Understanding person: ¡§Exchange and upward appeal¡¨ has significantly negative effect on contextual performance. ¡§Image management¡¨ has significantly positive effect on the factors of job performance. ¡§Blocking¡¨ has significantly negative effect on contextual performance. (5) Self-tactician: ¡§Exchange and upward appeal¡¨ has significantly negative effect on contextual performance. ¡§Rational persuasion¡¨ has significantly positive effect on the factors of job performance. ¡§Blocking¡¨ has significantly negative effect on the factors of job performance. To sum up, according to the findings of this study, discuss and provide the suggestions to the all and five- style employees and the further research.

The advance of technology brings the flourish and vigor in economy to global market. It also changes the way we do business. Every company is struggle to gain the competitive advantage. Peter Drucker (1999), a management master, points out that in the 21st century, the most valuable assets of an organization are knowledge workers and the productivity of knowledge workers. Last ten years, high-tech industries become the main force in Taiwan. However, there are some attributes under this industry that make employees hard to differentiate between work and life, for example, short period of product life cycle, nonstop product line and so on. The researches from Fassel(1990), Schaef & Fassel(1988) indicate that some companies are workaholics itself. Schneider(1987) thought that people will stay in a company suitable to himself/herself longer due to attraction-selection-attrition theory. Many researches pointed out that workaholics are more involved in work than other workers.(Fassel, 1990; Scott et al., 1997; Spence & Robbins, 1992). Therefore, maximizing the efforts from workaholics is an challenge. In this study, workaholism is defined as an independent variable. Other variables like health, work-family conflict and job performance are as independent variables. Besides, personal attributes and job characteristics are defined as antecedents. This study will take 136 engineers in high-tech industry to examine the effect of workaholism on other dependent variables, like health, work-family conflict and job performance. The findings in this study are as follows: 1. After using factor analysis to examine three dimensions of wokaholism from Spence & Robbins(1992), the result points out that job involvement is an unstable factor, but work enjoyment and driveness are applicable to this study. 2. The hypothesis that there is a significant effect of health on work enjoyment and driveness is partly supported. Driveness is a risk factor related to health because it has a negativ effect on general health, social function and mental health. Besides, work enjoyment has a positive effect to general health, vitality, social function and mental health. 3. The hypothesis that there is a significant effect of work-family conflict on work enjoyment and driveness is supported. Work enjoyment has a negative effect on work-family conflict. However, driveness has a positive effect on work-family conflict. 4. The hypothesis that there is a significant effect of job performance on work enjoyment and driveness is partly supported. Work enjoyment has a positive effect on task and contextual performance. However, driveness has a positive effect on contextual performance. 5. The hypothesis that there are significant differences in work enjoyment and driveness among personal attributes is partly supported. No significant difference was found in work enjoyment among personal attributes. In addition, there is a significant difference for marital status in driveness. The married workers experience a higher level of driveness than unmarried workers. 6. The hypothesis that there is a significant effect of job characteristics in work enjoyment and driveness is partly supported. The result indicates that time control is positively related to work enjoyment. Monitoring demand and product responsibility are positively related to driveness. Method control is negatively related to driveness. 7. After using cluster analysis, three types of workaholics are identified in this study. They are enthusiastic workers, disenchanted workers and relaxed workers.¡@Among three types of workaholics, enthusiastic workers have a better health condition, job performance and a lower level in work-family conflict than other two types of workaholics. Furthermore, enthusiastic workers have a higher level in time control and method control than disenchanted workers.

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.

How to increase the extent of sales competency and growth need strength of salespeople would affect individual or organizational performance strongly. This study intends correlating compensation structure with salespeople¡¦s job performance. In this study compensation structure is independent variables, job performance is dependent variables, the distributive equity is a mediator. Besides, we defined the working experience and sales competency as a moderator between the compensation structure and distributive equity, and growth need strength is defined as moderator between the distributive equity and job performance. The subjects of this study are 548 salespeople of a department store in Kaohsiung. This research used the questionnaires. The data were analyzed by reliability analysis, factor analysis, one-way ANOVA and hierarchical regression analysis to discuss the relationships between compensation structure, distributive equity and job performance for salespeople. Besides, the mediating effect of distributive equity and the moderating effect of work experience, sales competency and growth need strength are also discussed. The findings of the study are as follows. (1) Job-based pay correlates positively with the internal equity perception; skill-based pay and performance-based pay correlates positively with the external equity perception. (2) The internal equity perception correlates positively and significantly with working efficiency and attitude, individual equity perception also has significantly positive correlation with job involvement and performance. (3) Mediating effect of distributive equity perception is not significant. (4) Working experience cannot generate moderating effect between compensation structure and distributive equity. (5) Correlation of job-based, skill-based and performance-based pay determined by sales competence and compensation structure creates intervention on perception of both external and internal equity. (6) Growth need strength and perception of external and internal equity under distribution equity also cause intervention on involvement in and performance of work. According to the results, we offer the following suggestions: (1) For retail counters, compensation structure and employees¡¦ distribution equity perception should be highly regarded. Furthermore, strategies of recruitment should be enhanced, and a comprehensive system of on-job training shall be established in order to improve employees¡¦ performance. (2) For salespeople at the retail counters, they should strengthen their competitiveness, understand the meaning of working as a salespeople, develop a correct attitude towards serving customers, and stick to the customer-oriented concept.