Work-life balance is a dominant discourse in contemporary Western society. It has been built on a language of large organizations, hence has not been widely considered in relation to the small-medium enterprise sector. As a consequence, scant research has been conducted on the experiences of immigrant entrepreneurs and work-life balance within the small-medium enterprise sector in New Zealand, a country largely populated with migrants and small businesses which account for 96 per cent of the total enterprises. This study aims to fill this gap by firstly exploring the interpretations of the concept of work-life balance by Chinese immigrant entrepreneurs and, secondly, the main challenges they face in achieving work-life balance. This is done by drawing on literatures including those on work-life balance, small-medium enterprises, and immigrant entrepreneurship theories. Primary research was conducted using a critical interpretive approach where the researcher is an insider to the study. This philosophical and methodological approach makes it possible to give a minority group a voice to effect social change and gain further research attention. Fifteen Chinese business owners, chosen from a variety of industries within the Auckland region, participated in this study. A qualitative methodological technique and semi-structured interviews were used to collect the data for the case study on these entrepreneurs. The results indicate that the majority do not enjoy a sense of work-life balance because they take on filial obligations important for their own culture. They need to work hard to generate financial profit for the benefit of family. About half of them work more than 60 hours per week and three works longer than 70 hours weekly. The motivation for them to work in this way is to provide their family with desirable housing and to enable their children to meet higher education goals. This study challenges the applicability of the work-life balance discourse among the immigrant entrepreneurs who perceive the concept differently based on their cultural values. The results emphasise the need for business case studies from Chinese immigrant entrepreneurs and research attention on contemporary human resource topics to be given to minority groups.

本研究旨在探討教師印象管理與組織公民行為之關係，究採用問卷調查法，以臺北市69所高中職學校高中職為研究範圍，採分層隨機抽樣，抽出540位受試者，回收有效問卷429份，所得資料分別以描述性統計、t考驗、單因子變異數分析及迴歸分析等統計方法進行資料的分析與處理，以瞭解高中職教師印象管理與組織公民行為之現況、差異情形及其預測力。研究結論如下： 一、 臺北市高中職教師印象管理現況略低於平均值，以「奉承」最高。 二、 高中職教師組織公民行為之表現屬中等程度，以「對學生之公民行為」表現最佳。 三、 性別、年齡、職務等三個背景變項在印象管理、組織公民行為上有顯著差異，男性、51歲以上、兼任主任職務之教師較高。 四、 服務總年資及本校服務年資等二個背景變項在組織承諾與組織公民行為上有顯著差異，以服務11年以上之教師比10年以下的教師對學校產生了更高的認同感，表現相對較佳的公民行為。 五、 學歷背景變項在印象管理、組織公民行為上無顯著差異；服務總年資、本校服務年資、公私立學校背景變項在印象管理無顯著差異 六、 印象管理對組織公民行為具顯著正相關及預測力 最後依據研究結果與結論，提出具體建議，以作為教育行政機關、高中職校長、以及未來研究的參考。 / A Study on Relationship between Impression Management and Organizational Citizenship Behavior Abstract The purpose of this study is to investigate the relationship between impression management(IM) and Organizational citizenship behavior(OCB). A survey research was conducted using a sample of high school and vocational school teachers in Taipei city in Northern Taiwan. 540 teachers from 69 schools were selected by stratified random sampling. 429 valid sample data collected was analyzed and processed with the methods of descriptive statistics, t-test, one-way ANOVA, multiple-regression analysis. The major findings of this study are as follows: 1. The teachers’ impression management in Taipei is less than average, “ingratiation” ranks the top. 2. Teacher’s OCB is above average, “OCBIS” ranks the top. 3. Three demographic variables, including gender, age, position, show significant differences in both IM and OCB. Teachers who are male, older than 51, work as the chief of department, show higher performance of IM and OCB. 4. Two demographic variables, total serving years and serving years in this school, show significant differences in IM, OCB. Teachers with more than 11 serving years show much sense of identification and better performance of OCB. 5. The variables, education, shows no significant differences in IM, OCB. Total serving years, serving years in this school, and school category show no significant differences in IM, either. 6. IM is positively related to OCB. Based on the results of the research, suggestions for educational administration authorities, principals and future related study are proposed.

ABSTRACT Title: A Study of Impact of Leader-Member Exchange and Organizational Justice on Employee¡¦s Behavior- A case study of officers of correction institution Affiliation: Institute of Human Resource Management of National Sun Yat-sen University Student: Chia Ching Chang Advisor: Jin Feng Uen Jail management in Taiwan has changed into correctional education from punishment-oriented system with the development of human rights and humanistic education since last century. This year (2010), Chairperson of Department of Correction, Xian-Zhange Wu, conveyed his vision of ¡§building and shaping prison culture to open gate of new hope and set examples of correction work¡¨ having been active in cultivating correction officers of all levels in an attempt to ¡§manage prison with a human face¡¨ on the basis of respect and care. Correction offices, in addition to monitoring, are expected show love and respect because they are in the front line of managing inmates. In such a unique working environment, they are expected to not only fulfill social expectation but re-educate the inmates. Their increased responsibility and hostile but caring role are worthy of investigation. Different leadership styles give rise to various team and workplace climates which result in distinct team performances. With growing responsibility, maintaining positive relationship with colleagues encourages officers to carry out duties more faithfully and improves organizational citizenship behavior as well. Besides, inmates¡¦ emotion, the priority of correction institution, will be relatively stable. This virtuous cycle, based on love and the vision of humanistic prison, will be realized. This study investigated the impact of leader-member exchange theory on organizational justice and employees¡¦ behavior. Subjects were drawn from 12 correction institutions. Pre-test was conducted in 6 institutions to examine the validity and reliability of the questionnaire. 1281 copies were delivered and 951 retrieved with valid 716 copies. The valid response rate was 75%. We used SPSS to test proposed hypotheses. Results are as follow: leader-member exchange is positive to organizational justice and to citizenship behavior; organizational justice in correction institution has partial influence on citizenship behavior; organizational justice has only intervening effect on leader-member exchange and on citizenship behavior. Recommendations and management implication of the study hopefully will benefit the intended institution. Keyword: Leader-member Exchange Theory, Organizational Justice, Organizational Citizenship Behavior, Job Search Behavior

The end of launching Financial Holding Company, FHC is to maximize the synergy of versatile financial services like banking, insurance, securities, and the like by means of cross selling internally to expand product line as well as offering integrated financial services to consumers externally to satisfy their one-stop shopping demands. One of the characteristics in the property is highly counting on people to deliver service, and agents play significant roles during service delivery. Therefore, it merits a better attention to probe into the relationships between the organizational commitment, the professional commitment, the organizational citizenship behavior, and the job involvement in cross selling of agents¡¦. The study is conducted by the questionnaire survey on three FHCs in which insurance business is inner circle in Taiwan. Throughout interviewing the staffs of the three by 500 questionnaires offered and 351 valid ones collected, the datum of the research is made by reliability analysis, descriptive analysis, Pearson correlation analysis, independent sample t-test, ANOVA, and multiple regression analysis to verify the identity degrees of the interviewees on the organizational commitment, the professional commitment, the organizational citizenship behavior, and the job involvement in cross selling. Following are the major findings: 1.Each one of the organizational commitment, the professional commitment, and the organizational citizenship behavior are statistically significant and positive correlated to the job involvement in cross selling. Among them, the organizational citizenship behavior is with the strongest influence on the job involvement in cross selling, then the organizational commitment second, and the professional commitment last. 2.Among the sub-dimensions, the organizational identity in the organizational commitment explains most the variations of the job involvement in cross selling and then the retention on the job. Also, the professional identity in the professional commitment explains most the one and then the retention on the occupation. And, the involvement in the organizational citizenship behavior explains the most the one and then the loyalty. It means that the organizational identity, the professional identity, the involvement and the loyalty of the agents are with significant effects on their involvement in cross selling. 3.The variations in the identity degrees of the organizational commitment and the professional commitment of the agents in the three FHCs are significantly different, however, the ones of the organizational citizenship behavior and the involvement in cross selling are no significant. From the findings of the research, the organizational commitment and the organizational citizenship behavior are proven the most impacts on the involvement in cross selling. Consequently, FHCs should pay more attentions especially to enhance the organizational identity of agents all the time except for advancing their knowledge and ability in cross selling when they want to raise the wills of agents on the job involvement in cross selling. For example, they can disclose the expectation and the requirement of the organization to agents to make them fully understand, follow, and moreover increase their confidence. Besides, building incentive performance assessment and rewarding system is more important than else in stimulating agents to have strong involvement in cross selling.

For the adaptation of rapid environment variation and human affairs cost reduction, the tendency toward introducing flexible workaround and the atypical employee for the government departments already becomes quite obviously, but in the enforcement process should try to avoid causing the policy value conflicts, the opposition between workers and capitalists, and social conflicts. Therefore, it needs to have the complete promoting policy and suitable methods to the transformation of the flexible rules of choosing talent on order to strive for society approval. The research object focuses on the official staff and the atypical employee who deal with environment cleaning affairs in New Taipei City, Taichung City, and Kaohsiung City. For the purpose of understanding the thoughts of the official staff and the atypical employee, the discussion for the individual attribute, transformation leadership behavior, affective organizational commitment and organizational citizenship behavior is regarding as the reference of flexible human resource usage of government departments. The following are the discoveries in this research results. 1.The ¡§affective organizational commitment¡¨ for the official staff and atypical employee has obviously influences on ¡§altruism behavior¡¨ and the influences on the atypical employee are greater than the official staff. 2.The ¡§inspirational motivation and intellectual stimulation¡¨ for the official staff and atypical employee have obviously influences on ¡§altruism behavior¡¨ and the influences on the atypical employee are greater than the official staff. 3.The ¡§affective organizational commitment¡¨ has remarkable influence on the ¡§seriousness and responsibility¡¨ of the atypical employee, but not for the official staff. These results show that the employment identity plays an important role exactly in the employment relations. Different employment identity will affect employee not only how they treat the relationship between themselves and employers but also the responses on their behaviors. This research focuses on the discussion on the research results, and also brings up some advices for government departments on physical future researches of flexible human resource usage.

Abstract In this increasingly complex and competitive environment, Enterprise in order to match sustainable development and grow, more emphasis on "human is a great asset to the organization" concept, but there just is not enough, but also have to maximize its utility, for achieving organizational goals, how to understand and meet the needs of employees, to maintain good labor relations to enhance employee productivity, is a very important issue in today's business, and many positions in front-line operational staff in the company in terms of more like a corporate image, take the organization's sales performance and goals, So, how to encourage sales effectively, achieve organizational goals and performance is very important. So, Achievement of organizational goals, operations staff motivation, job satisfaction, individual performance and organizational commitment, organizational citizenship behavior is very closely. This study used survey method asked coupons for A securities company in Taiwan, issued 341 questionnaires, retrieved 294 questionnaires. The results showed as below: 1. Income and significant differences between the incentives to work. 2. Regional and significant differences between the incentives to work. 3. Regional and significant differences between job satisfaction. 4. Motivation and significant relationship between job performance. 5. Between job satisfaction and job performance has a significant relationship. 6. Organizational commitment in between job satisfaction and job performance has a significant effect of interference. 7. Organizational citizenship behavior in between job satisfaction and job performance has a significant effect of interference. The study, based on the above findings, further discussion and practice of the recommendations for reference.

The purpose of this study is to explore the relationship between positive psychological capital, job engagement, service climate and service-oriented organizational citizenship behavior.The research is analyzed with questionnaires collected from service persons in five different telecommunication companies in Taiwan.Total 634 questionnaires were administered and 605 effective respondents were acquired.The data was analyzed by factor analysis, reliability analysis, descriptive statistics, t-test, ANOVA, person product moment relationship analysis, and measured by SEM model to examine the relationship among the constructs.The major result of this study is as following: 1. Positive psychological capital has positive effect on the job engagement, service climate and service-oriented organizational citizenship behavior. 2. Job engagement has positive effect on the service climate and service-oriented organizational citizenship behavior. 3. Job engagement and service climate moderate positively the relationship between positive psychological capital and service-oriented organizational citizenship behavior. 4. Service climate moderate positively the relationship between job engagement and service-oriented organizational citizenship behavior.

The employee¡¦s perceptions of organizational politics will increase due to the ¡§uncertainty¡¨ of environment and ¡§scarcity¡¨ of resources. It will also affect employee¡¦s attitude and behavior. This study is based on the revision model of Perceptions of Organizational Politics (POP) proposed by Ferris et al. (2002). We investigate the relationship between the perceptions of organizational politics, the organizational citizenship behavior, and the organizational cynicism. Finally we further confirm the mediating effects of organizational cynicism. This study used the scales of 35 items collected by Dr. Chin-ming Ho and the other members of the last research team of POP in 2008. The research is based on the revision model of POP and questionnaire survey. The sample consisted of 1,890 employee selected from 40 organizations covering 9 industrial sectors in Taiwan. We further use of the structural equation modeling (SEM) to measure the relationship amongst the constructs. The perceptions of organizational politics have been reduced to three factors: general political behavior, going along to get ahead and pay and promotion policies. The major results of this study are as fallowing: 1.The pay and promotion policies had negative effect on the organizational citizenship behavior. 2.The perceptions of organizational politics had positive effect on the organizational cynicism. 3.The organizational cynicism had negative effect on the organizational citizenship behavior. 4.The perceptions of organizational politics had an indirect negative effect, through the mediating effects of organizational cynicism, in the organizational citizenship behavior.

Since Taiwan has rescinded martial law, the Non-Profit Organizations (NPOs) are blustery, vigorous development, regardless of all has the obvious growth in quantity or in the social influence. However, based on Harris¡¦ investigation, the outside funding source for NPOs has been declining dramatically since 1984. In this case, if NPOs cannot manage and control well, they won¡¦t be able to accomplish their organizational goal. Therefore, how to maintain the good organization achievements in multitudinous NPOs? In management control system(MCS) field, it has not many research to discuss about what type of MCS which Non-Profit Organizations is. The target of this study is the members of the Non-Profit Organizations¡¦(NPO) employees in Taiwan. To fulfill the purpose, survey research is selected as the main method of this study. The study is focused on the relations between the management control system, organizational citizenship behavior and organization trust.The purpose is to provide the NPO managers with reference materials of use management control system to boosting organizational citizenship behavior. The conclusion is as follows: 1.Clan control is the major management control system in educational foundation. 2.The clan control and organizational citizenship behavior have extremely positive correlation; the clan control and organization trust have extremely positive correlation; the organization trust and organizational citizenship behavior have extremely positive correlation. 3.The locus of control is not a moderator role of organizational citizenship behavior.

According to the report, in the year 2008 there are more than 14,000 Employees' Welfare Committees, which proves Employees' Welfare Committee plays an important role between the employers and the employees in Taiwan . Therefore, in this study, we will try to compare two groups of people (participant and non-participant) to differentiate the differences in PSS (perceived supervisor support) , POS ( perceived organizational support) and OCBs ( organizational citizenship behavior ). Besides, we will also exanimate the composition of Employees' Welfare Committee to see if the people who have participated in Employees' Welfare Committee will trigger higher POS or PSS, and with a higher PSS or POS. Employees will be more motivated in their job performance and will work beyond the responsibilities given . This survey shows that the differences in PSS and POS between the two groups are not significant, however, the participated group in one dimension of OCBs ¢w Organizational Identification is significant. The further analysis shows that the number of members, the way of election, the welfares offered by the committee will have positive relationships with PSS and POS by assigning the HR to the committee. What¡¦s more, if the organizations can make good use of these components to let their employees perceive and understand how their organizations or supervisors put efforts on them when they participate in the Welfare Committee. Furthermore to influence employees to exhibit behavior which is not explicitly recognized by formal reward system but expected to be positively related to measures of organizational effects.