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The Study of Relationship among Transformational Leadership, Organization- al Commitment and Organizational Citizenship Behavior : The Evidence from Southern District Branch Chunghwa Telecommunication, Corporation. . Abstract In the public sector, its expending organization of human resource is restricted by expenditure examination; therefore it cannot be as flexible as the private sector. In the stimulating aspect, the system of the public sector is more rigid than the private sector; therefore, for this phenomenon, how to lead employees of the public sector efficiently to create achievement is one of the factors that the public sector must consider for success Chunghwa Telephone is the leader of telecommunication in the public sector. The mission of telecommunication in gross output value of Taiwan high-tech manufacture is very significant. Telecommunication is the leader of the top ten businesses, and thus we can realize the importance of telecommunication. The human resource management of telecommunication is extremely different from the traditional manufacture. Chunghwa Telephone, the leader of telecommunication, leads employees towards achievement and stimulates them having commitment for the organization. Therefore, this research is relatively for the employees who proceed to change leading, commitment of organization and behavior of organizing citizen in the south branch of Chunghwa Telephone. The result of this research indicate that: 1. Employees of different attribute (sex, age, marriage, family of children, education, seniority, position, people dealt with from work) have part discrepancies on transformational leadership, organizational commitment and organizational citizenship behavior. To get the result from t and One-way ANOVA examine. 2. Transformational leadership, organizational commitment and organizational citizenship behavior have positive relation. 3. Transformational leadership has positive relation with organizational commitment. 4. Transformational leadership has positive relation with organizational citizenship behavior. 5. Organizational commitment has positive relation with organizational citizenship behavior.. 6. The organizational commitment is the important key to enhance the positive relation between transformational leadership and organizational citizenship behavior. According to the above results of the research, the command for the public telecommunication is that the leader should improve his way of changing management, have more commitments of organization to workers, and then make workers show up the behavior of organizing citizen to approach to the achievement of public telecommunication. A command of later researchers is to increase changes of research, have comparison between the private telecommunication and public department, amending measurement and proceed certain researches. Key words: Transformational leadership, Organizational commitment, Organizational citizenship behavior.

The product value of electronic industry in Taiwan ,processes the significant position .It is extremely different traditional manufacture industry ,and service distinguish with electronic human Resource (HR) work. How can the leader manage the employee and the business thus the future strive toward to complete the mission under this complex attribute. It is necessary for him to inspire employees carry out organizational commitment and organization citizenship behavior . Hence researcher proceeds the research of the relationship among the transformational leadership , organizational commitment and organizational citizenship behavior in electronic industry in Taiwan . The result of this research indicate that: 1. Employees of different attribute (sexuality ,age,marriage ,children ,tenure ,and positions) have no discrimination on transformational leadership .It expresses a lot of diversification in education. Inspiration vision where are top level transformed .It the mean while the education above college is higher in organizational citizenship than senior ¡Vhigh-school educated. 2. Transformational leadership offers a positive relation with organizational commitment. 3. Transformational leadership showers positive relation with organizational citizenship behavior . 4. Organizational commitment presents positive relation with organizational citizenship behavior. 5. Transformational leadership and organizational commitment presents positive relation with organizational citizenship behavior. 6. The organizational commitment is the important factor to enhance the positive relation between transformational leadership and organizational citizenship behavior. Considering the results mentional above , some suggestions are made for electronic industry and further research in this field.

Abstract The purpose of this study was to examine the relationships among, change's perception, work stress, personality characteristics and organizational commitment in organizational change, and used employees from Postal bureau as examples. Making a survey of collecting 171 effective samples, the major conclusions we observed are as follows¡G 1. It appears negative influence for employees¡¦work stress to organizational commitment in organizational change. 2. It appears positive influence for employees¡¦change's perception to organizational commitment in organizational change. 3. It appears influence for employees¡¦personality characteristics to work stress in organizational change. 4. The degrees of organizational commitment of different disparity age of employees had significant difference in organizational change. 5. The degrees of work stress of level of education of employees had significant difference in organizational change. 6. Different period of service were correlated significantly with employees¡¦ change's perception, work stress and organizational commitment in organizational change.

Organizational Change has become a maintrend nowadays, due to the influence of globalization, customer need, technology innovations and the convenience of information acquisition. By reviewing relative literature extensively, it is found that the research on how organizational culture and organizational learning affect organizational change is very seldom, thus this research is intended to aim at this topic finding out if there is any relationship. The questionnaire is distributed to 400 employees from four companies, 178 pcs questionnaire is returned, and 103 pcs complete questionnaire is analysised. After examining the reliability and validy by cronbach alpha and factor analysis, this research do the analysis of variance and multiple regression, and finally finding out the following conclusions, 1. Employee¡¦s perception to organizational culture ¡§innovations¡¨ has a sigificant positive effects on their resistance to change of ¡§subjective acceptance.¡§ 2. Employee¡¦s perception to organizational culture ¡§customer orientation¡¨ has a sigificant positive effects on their resistance to change of ¡§subjective acceptance.¡§ 3. Employee¡¦s perception to organizational culture ¡§innovations¡¨ has a sigificant positive effects on their resistance to change of ¡§objective identity.¡§ 4. Employee¡¦s perception to organizational culture ¡§teamwork¡¨ has a sigificant positive effects on their resistance to change of ¡§objective identity.¡§ 5. Employee¡¦s perception to organizational culture ¡§customer orientation¡¨ has a sigificant positive effects on their resistance to change of ¡§objective identity.¡§ 6. Compare to employee¡¦s attitude of production and manufacturing dept., employee¡¦s attitude of information technology dept. and marketing & sales dept. show low level resistance to change in ¡§subjective acceptance.¡§ 7. Compare to employee¡¦s attitude of production and manufacturing dept., employee¡¦s attitude of information technology dept. and research & development dept. show low level resistance to change in ¡§objective identity.¡§

The research method of this thesis is Case study and Yulon Motor Co. is an example for this case study. In order to find out the Yulon motor Co.¡¦s organization, constitution of departments and each different situation at that time, I collect the organizational charts which are about fifty years from the beginning of this company until now and the other inside historic data. By analyzing these data, I summarize the process of the organizational growth and change of Yulon motor Co. Therefore; there are some key points as the following: To begin with, the main organizational structure of Yulon motor Co. is by function. It sets up the benchmark of the complete organizational systems for motor industry in Taiwan, including: research & development, manufacturing and marketing system. Second, organizational tasks at each period would affect the adjustment of organizational structure. There are some main periods as the following: 1.The period was from 1951 to 1971-----Making the Wheel for Taiwan According to this task, the organizational structure was established at manufacturing and increased a few departments and responsibilities based on the needs of production. 2.The period was from 1981---Designing the automobile for Chinese and regain the rights of dealer business When the manufacturing technology was achieved to some level, the designing capability of motor outline was the main competition with the other motor companies. Immediately, Yulon Motor Co. set up the first design center compared with the other motor companies. In the meanwhile, it closed the relationship of dealer business with China Auto Co. Therefore, Yulon Motor Co. rebuilt the network of dealer business all over the Taiwan. It also led the inside of Yulon Motor Co. to reorganize the organizational structure of marketing system. 3.The period was from 1991----relocating the factory and office and reducing the business cost At the end of the 1994, Yulon Motor Co. relocated the other factories, center and office at San-Yi. At the same time, Company combined the same function on the organization and integrated the organizational structure into four systems, including: research & development, manufacturing, marketing and management system to reduce the business cost. This adjustment of the organizational structure made the Yulon Motor Co. abbreviate its original organizational structure and got a positive response from market. 4.The period was from 2001---to be a leader of motor moving value chain at Chinese market Owing to open market in Mainland China, designing the Chinese style on automobile is the main competition in the future. That¡¦s the reason why Yulon Motor Co. focuses on Chinese market as a company¡¦s vision. Third, the history of changing process on the organization of Yulon Motor Co. matches the research of Lawrence & Lorsch. From the history of Yulon Motor Co., it¡¦s easy to find out that the adjustment of organizational structure such as manufacturing, research & development and marketing would be changed by timing, environment and productive technology to achieve the organizational goals or to deal with the competitive outside environment. This kind of adjustment of organizational structure matches the survey¡¦s outcomes of Lawrence & Lorsch. It said that each department on the organization would develop its own function and structure to deal with the variety of outside environment. This survey investigates the ten companies at three different departments, including manufacturing, research & development and marketing department. At last, there are two main strategies for Yulon Motor Co. to overcome the obstacle of communication at different departments: 1.Set up a committee or a meeting of cross function team. 2.Do job rotation.

Abstract The employee left no matter voluntarily non-voluntarily from any organization, high turnover rate means increasing the time and cost of recruiting, selecting and training employee. Further more, it will reduce the competitiveness for any industry leading to non-effective operation, difficult to remain intellectual property as well. It surely is impairment to an organization. As critical employee left with preventable reason such as sensed with any political problem within the organization then it¡¦s not a good situation to any firm. Hence, the Company should try to reduce the bad impact from conception of organizational politics would improve the high turnover rate. This researcher intends to see the relationships between perceptions of organizational politics and employees¡¦ resignation inclinations and compare the difference of private organizations. The perceptions of organizational politics scale was translated by An-ming Lee according to Kacmar K. M., Carlson D. S. (1997), and resignation inclinations scale was modified by Chin-ming Ho according to Kai-yi Huang (1984). To analyze 948 effective examples by SPSS program of Correlation Analysis, One-way Anova analysis, Scheffe multiple comparisons, Regression Analysis, etc. and try to get the variables and the result of the research, 1. Different personal attributes variables of different industries have significant difference in perceptions of general political behavior. (1) For general service industry, people who have high-level manager would have the less perceptive for general political behavior than any position. And for high-tech manufacturer , technical staffs have the significant difference for general political behavior than middle-level manager. (2) For general service industry and high-tech manufacturer, different period of getting along with the supervisors have different significant. (3) For general service industry, different working period have significant difference than other industries. (4) For high-tech manufacturer, staffs¡¦ age has significant difference than other industries. 2. Different personal attributes variables of different industries have significant difference in perceptions of the difference between policy and enforcement. (1) For all of the researching industries, different positions have significant different. (2) For financial service industry and general service industry, different periods of getting along with their supervisors have different significant. (3) For high-tech manufacturer and traditional manufacturer industries, the marriage status have different significant. (4) For financial service industry, staffs¡¦ age have significant difference than other industries. 3. Different personal attributes variables of different industries have significant difference in perceptions of communication problem. (1) For financial service industry and high-tech manufacturer, different positions have significant different. (2) For general service industry and traditional manufacturer industry, different periods of getting along with their supervisors have different significant. (3) For high-tech manufacturer, staffs¡¦ marriage sttatus have significant difference than other industries. (4) For traditional manufacturer, staffs¡¦ age have significant difference than other industries. 4. Different personal attributes variables of different industries have significant difference in perceptions of organizational politics. (1) For all of the researching industries, different positions have significant different. People who has lower position would have the more perceptive of organizational politics. (2) For any service industry, different periods of getting along with their supervisors have different significant. (3) For high-tech manufacturer, staffs¡¦ marriage sttatus and age have significant difference than other industries. 5. The influence resignation inclinations while people have perceptions of organizational politics between the researching industries. (1) For all of the researching industries, excluded high-tech manufacturer, while people have higher perceptions of organizational politics will have higher resignation inclinations. (2) The personal attributes variables won¡¦t have any influence for resignation inclinations. (3) For all of the researching industries, while people have higher perceptions of the difference between policy and enforcement will have influence for resignation inclinations. (4) For financial service industry and general service industry, while people have higher perceptions of general political behavior will have higher resignation inclinations. (5) For all of the researching industries, excluded traditional manufacturer industry, while people have higher perceptions of communication problem will have higher resignation inclinations.

Abstract The investigation is to develop localized and suitable inventory¡@for measuring perceptions of organizational politics¡]OP¡^in domestic enterprises at first. The purpose of this study is to discuss the relationship among perceptions of organizational politics¡]OP¡^,organizational commitment and job performance by Taiwan domestic company.¡@There are provide 1150 questionnaires, which are retrieved 1003 ones, 954 are available. Questionnaires retrieved rate are 87.22%. Available retrieved rate are 83.00%.The data were analyzed by applying statistical methods, including factor¡@analysis, reliability, t-test, correlation, regression and canonical correlation analysis. The major findings of this study are as fallow: First, the perceptions of organizational politics is comprised three subscales: (1).Supervisor and Coworker Behavior, (2). Go Along to Get Ahead, (3). Organization Policies and Practices disaccord. Then, the more to Supervisor and Coworker Behavior, Organization Policies and Practices disaccord but the less normative commitment. The more to Supervisor and Coworker Behavior, Go Along to Get Ahead, Organization Policies and Practices disaccord but the less affective commitment. The more to Organization Policies and Practices disaccord lead to decrease task and contextual performance.

Humor is usually associated with trivial or non-serious banter; it is however a significant factor in the construction of organizational culture. This work provides an experience based organizational account of how organizations are produced and reproduced, as well as how organizational interaction is coupled with structure. This dissertation is based on two ethnographic studies: the first, a year-long study of a hotel kitchen, and the second, a three-year study of a private boarding school. This long term examination of an organization??s interaction is used to illustrate how organizational interaction produces the duality of organizational structuration overtime. An ethnographic communication-focused approach provides methods for recognizing multiple sites and levels of the Structuration process. As a result, this approach provides a major contribution to understanding the process of Structuration through agents?? actions in the context of their organizational culture.

Abstract The study is aim to analyze the relationships among organizational commitment, organizational citizenship behavior, and performance via ETTV case study. Further to this study, we would like to see what role of organizational citizenship behavior as a mediator would be. The empirical study adopts method of questionnaire that 100% return rate was hit while 260 question books were counted. The data were statistically analyzed with SPSS 13.0 Windows version, which include descriptive analysis, factor analysis, reliability test, Parsons Correlation analysis, and multiple regression analysis. The study concludes as following points through empirical analysis: First, trait of media industry: hard work has much more influence than mental adhesion to organization. Stronger adhesion to organization does not amount to job promotion. However, hard work improves job skills so that one could have better performance. Second, time critical in media industry: the media industry is highly time critical. Ahead of others means outstanding performance. Third, helpful to colleagues and scrupulous in job requirement show no significance to their performance. Fourth, limit of job requirements: in an environment that only emphasizes experienced skills and job functions, adhesion to organization is not only out of management¡¦s attention but also performance review. Fifth, the empirical study shows that organizational commitment along with mediator of organizational citizenship behavior reveal positive relation to performance. Key Words: Organizational commitment, Organizational citizenship behavior, Performance.