The financial tsunami, being the most influential factor on economic changes,have led companies to undergo radical structure reformation, and forcing well-established companies to conduct unpaid leave policy. If worse, policy-makers will even downsize the organizations, and even high-tech companies cannot avoid this fate. The aim of the research is using individual-level study to see how Taiwanese high-tech employees and managers¡¦ attitudes toward organizational change and what impact they would cause on the affective commitments and consequently search for methods which will let organizational changes be perceived as positive events to all members. In addition, the study will clarify the relationship between psychological capital, organization-based self-esteem, attitudes toward organizational change and affective commitment. Furthermore, discussing how demographic variables influence these four main variables would be another contribution from the study. With effective samples of 319 high-tech employees and manager samples have proven that the psychological capital has both direct and indirect relationships with the affective commitments, on the other hand, organization-based self-esteem factor has neither. Moreover, the data indicates that ducation, managerial rank, job content and seniority are statically significant toward the main four variables.

The study primarily investigates into the following aspects on bank employees under changeable economic environment: (1) the relationships among achievement motivation, commitment to organizational change, job performance, and organization-based self-esteem; (2) the achievement motivation as a mediator to commitment to organizational change and job performance; (3) the moderating effect of organization-based self-esteem to achievement motivation and commitment to organizational change. For the purposes of the study, the questionnaire survey was conducted for the employees of 37 domestic banks in the end of 2007. A total of 112 supervisor questionnaires and 551 staff questionnaires were distributed to 15 banks, including 79 branches or units, where the job performance questionnaires were designed for pairs of supervisor and staff. A total of 105 supervisor questionnaires and 450 staff questionnaires were returned and, after eliminating 49 invalid staff questionnaires, a total of 401 valid sets of questionnaires have been collected. The valid effective questionnaire response rate is 72.78%. The study adopts the following statistical analysis techniques: the confirmatory factor analysis ¡]CFA¡^, the reliability analysis, the descriptive statistics, the independent t-test, the one-way ANOVA, the structural equation modeling ¡]SEM¡^, the correlation analysis, and the hierarchical regression analysis. The primary findings are as follows: (1) There are significant positive correlation between social-oriented achievement motivation and continuance commitment to change; significant positive correlation between individual-oriented achievement motivation and affective commitment to change, normative commitment to change, job efficiency, and job effectiveness, respectively; (2) affective commitment to change has significant positive influence on job quality; continuance commitment to change has significant positive influence on job efficiency, job effectiveness, and job quality, respectively; normative commitment to change has significant positive influence on job effectiveness; (3) individual-oriented achievement motivation as a mediator to commitment to organizational change has partial influence on job efficiency and job effectiveness, respectively; (4) organization-based self-esteem has significant negative moderating effect between individual-oriented achievement motivation and affective commitment to change; organization-based self-esteem has significant negative moderating effect between individual-oriented achievement motivation and continuance commitment to change. The relationships among achievement motivation, commitment to organizational change, job performance, and organization-based self-esteem on domestic bank employees are studied. The primary results mentioned above provide good strategic planning references to organizational changes for domestic banks.