In order to survive in the competitive environment and keep substantial development for business, more and more organizations pay attentions to the concept that human beings are the important capital in the organizations. In this case, trying to understand and improve employees¡¦ satisfaction and need, and keeping a good relationship with employees to improve employees¡¦ productivity are the very important issues today for many organizations. Salespersons, who act as the organization impression, and responsible for sales performance and business target, do play a very important role in an organization. Accordingly, how to motivate salesperson to achieve organizational business target is undoubtedly important today. Besides improving salespersons¡¦ professional competence, the leadership style of line managers is thought to significantly influence the salespersons¡¦ performance. The leadership style of line managers, is the independent variable, job performance as dependent variable, and job satisfaction and organizational commitment are moderators in this study. Accordingly, we are going to discuss the relationship between leadership style of line managers and salespersons¡¦ performance. Moreover, the mediating effect of job satisfaction and organizational commitment between leadership style of line managers and employees¡¦ performance will be analysed in this study. The result is stated as below: 1. The relationship between leadership style and salespersons¡¦ job performance: First, the result indicates that the transformational leadership of line managers is positively related to the salespersons¡¦ job performance, which implies the higher level of transformational leadership the line managers have, the higher level of job performance the salesperson can reach. Second, the result indicates that the contingent reward leadership of line managers is positively related to salespersons¡¦ job performance, which implies that the higher level of contingent reward leadership the line managers have, the higher level of job performance the salesperson can reach. 2. The mediating effect of salespersons¡¦ job satisfaction between the leadership style of line managers and salespersons¡¦ job performance. First, the salespersons¡¦ job satisfaction mediates the relationship between line managers¡¦ transformational leadership and salespersons¡¦ job performance. Second, the salespersons¡¦ job satisfaction mediates the relationship between line managers¡¦ contingent reward leadership and salespersons¡¦ job performance. 3. The mediating effect of organizational commitment between the leadership style of line managers and salespersons¡¦ job performance. First, the salespersons¡¦ organizational commitment mediates the relationship between line managers¡¦ transformational leadership and salespersons¡¦ job performance. Second, the salespersons¡¦ organizational commitment mediates the relationship between line managers¡¦ contingent reward leadership and salespersons¡¦ job performance.

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With the intensified competition in the world¡¦s economy, the globalization of business has become the only way to ensure its growth. At the same time, expatriates actually play a very important role. Moreover, as global operations increase, so does the emphasis on adaptability outside the home country for expatriates. Experience has indicated that the problem of adaptability for expatriates is Work-Family Conflict. The fact reveals the important of research on expatriate¡¦s leadership and effectiveness. Over the last decade and a half, transformational leadership with its emphasis on vision, development of the individual empowerment and challenging traditional assumptions has become a popular model of leadership in business organizations. It means that transformational leadership in organizational settings has undergone a significant evolution in terms of both theory development and empirical investigations. In the area of transformational leadership, much attention has been given to Bass and Avolio¡¦s research. Bass and Avolio proposed that transformational leadership comprises four dimensions ¡V the ¡§Four I¡¦s¡¨ ¡G1.Charismatic Leadership 2.Inspirational Motivation 3.Intellectural Stimulation 4.Individualized Consideration. Transformational leadership is different from the traditional command-and-control approach (transactional leadership). Transactional leadership is based on bureaucratic authority and legitimacy within the organization. Transactional leaders emphasize work standards and task-oriented goals. In addition, Transactional leaders tend to focus on task completion and employee compliance, and these leaders rely quite heavily on organizational rewards and punishments to influence employee performance. On the other hand, transformational leaders motivate followers by appealing to higher ideals and moral values. Transformational leaders must be able to define and articulate a vision for their organizations, and the followers must accept the credibility of the leader. In the managerial practices, a transformational leader must: 1.Setting a good personal example, move quick and decisively. 2.Develop and communicate a vision and a plan. 3.Releasing the potential of everyone involved in the change to help them to rise to the challenge. 4.Create productive working conditions, provide employees continuous skill development and encourage them rapid learning and adaptation. Another important article of organizational behavior is organizational commitment. Organizational commitment has been seen as one of the most important variables in the study of management and organizational behavior in the last three decades. One of the key reasons is that organizational commitment is highly correlated with turnover intentions, which have an important effect on employees¡¦ behaviors. Therefore, both organizational commitment and turnover intentions are important employee attitudes in maintaining a productive workforce. In addition, many researches have indicated that job satisfaction and organizational commitment are all significant correlates of organizational citizenship behavior. Today¡¦s competitive business environment demands employees who are good citizens- individuals willing to extend themselves to help coworkers and their employers. Organizational citizenship behavior is expressed in actions that show an unselfish concern for the welfare of others. A recent study found that the extent to which employees engage in ¡§good organizational citizenship behavior¡¨ is just as important as their productivity in advancing their careers. Good behavior includes: 1.altruism 2.courtesy 3.civic virtue. In this study, we use transformational leadership as independent variables, organizational commitment as intermediate variables and organizational citizenship behavior as dependent variables. The purpose of this research is mainly to find out the relationship and difference among transformational leadership, organizational commitment and organizational citizenship behavior. Using a sample of multinational companies who have subsidiaries operating in Taiwan, we test a set of hypotheses among the variables. Then, the effective questionnaires have been analyzed by factor analysis, descriptive statistics, analysis of variance, and Pearson correlation. The results of this research indicated that: 1. Individual variables do have significant difference on transformational leadership, organizational commitment and organizational citizenship behavior. 2. Transformational leadership has positive relation with organizational commitment. 3. Transformational leadership has positive relation with organizational citizenship behavior. 4. Organizational commitment has positive relation with organizational citizenship behavior. 5. Transformational leadership and organizational commitment have positive relation with organizational citizenship behavior. The organizational commitment is the important key to enhance the positive relation between transformational leadership and organizational citizenship behavior. According to the results, some suggestions are made for both industries and further researchers in this field. 1. To the industries: Leaders must emphasize the transformational leadership¡¦s skill, in order to increase employees¡¦ organizational commitment and present organizational citizenship behavior. 2. To the further researchers: ¡]1¡^To research the relationship between ethics and transformational leadership. ¡]2¡^To research the relationship and difference of cross-culture among transformational leadership, organizational commitment and organizational citizenship behavior. Key word: Expatriate, Transformational Leadership, Organizational Commitment, Organizational Citizenship Behavior.

Abstract Over the past decades, with different theories of personality, many scholars had attempted to explore the relationship between personality traits and job performance. Though plenty substantial conclusions were inducted; however, a systematic integration is still required. Not until 1990s, academics, such as Digman, Hough, John and Kamp began to organize and review the past related study and proposed a milestone theory called "Big Five", which provides a specific direction for recent empirical research and study to follow in. This research cooperated with Chunghwa Telecom, which transformed from a government organization into a company system and therefore emphasized on the service and achievements of sales department to meet strong t competition. Looking back to the concerning researches about sales personnel management; the personality traits of sales personnel were highly emphasized by supervisors in the selection and administration of sales personnel. When observing the qualities of sales careers, the activities of sales are considered getting involved into frequent personal interaction and acting with independence. There's no direct relationship between job description, performance evaluation and the behaviors which are performed actively by sales staffs and can benefit customers, colleges, supervisors and organizations. Researcher believes that successful performance evaluation should stress on not only productivity evaluation but also Organizational Citizenship Behaviors to elevate the overall effectiveness and efficiency of organization. This research took 218 sales personnel in Chunghwa Telecom as the study object, attempted to construct the influencial model of salesperson's personality traits and OCB with LISREL, as well as to examine the intermediary effect in this model. The result shows personality besides directly effects Organizational Commitment and OCB, it also influences OCB through Organizational Commitment. The goodness-of-fit to structural equation model is acceptable. Expecting the result of this research reminds administrators pay much attention to the relationship among Personality, Organizational Commitment, Organizational Citizenship Behaviors of sales personnel and in addition, provides a profound and significant logic for enterprises in the selection and administration of sales personnel. Keywords: Big Five, Personality, Organizational Commitment, Organizational Citizenship Behaviors

This research report is focused to study of what influences of the service industry with the Educational Cooperative Suport System on employee¡¦s organizational commitment and trend of turnover. 1. What are influences of those interfering variances of characteristics (including external control character and internal control character) as well as individual variance (e.g. gender and age) on employee¡¦s organizational commitment and trend of turnover? 2. What are influences of situational interaction on employee¡¦s organizational commitment and trend of turnover? This research report is investigated within the scope of schools with 511 Model Educational Cooperative (including National Taipei Institute of business Technology, Jin Wen Institute of Technology, Van Nung Institute of Technology and Fortune Institute of Technology) and their students. Based on the expediency sampling theory, 538 (equiv. To 59.8%) out of 900 copies of the Questionnaire sent to the above-mentioned four schools, were received. Deducted from those blank and/or incomplete ones, 226 copies are effective (42% to total replies and 25.1% to total issuance). It is found out that: 1.Main influence on those service industries with the Educational Cooperative Suport System: The more pay supporting and career plan, the more organizational commitment (including recognition and centripetal force). The more pay supporting and technical training, the less trend of turnover. 2.Influence of those interfering variances of characteristics and individual variance: Based on analysis of regression, it is verified that to those employees with low external control character, the more pay supporting and career plan, the more organizational commitment (including recognition and centripetal force). To those senior employees, the more pay supporting, the less trend of turnover. 3.Influences of situational interaction: 1.1 Recognition to the organization 1.1.1 With interaction of the ¡§Educational Cooperative Suport System¡¨ and ¡§external control character¡¨, it is appeared that negative impact on ¡§pay supporting¡¨ and ¡§external control character ¡¨ (b=¡Ð0.04, p<0.05). 1.1.2 With interaction of the ¡§Educational Cooperative Suport System¡¨ and ¡§internal control character¡¨, positive impact upon ¡§career plan¡¨ and ¡§internals control character¡¨ (b=0.03, p<0.1) were found out. 1.1.3 With interaction of the ¡§Educational Cooperative Suport System ¡¨ and ¡§internal control character¡¨, there was positive impact on ¡§pay supporting¡¨ and ¡§internal control character¡¨ (b=0.06, p<0.1). 1.2 Centripetal force to the organization: With interaction of the ¡§Educational Cooperative Suport System¡¨ and ¡§internal control character¡¨, it is appeared that negative impact upon ¡§technical training¡¨ and ¡§internal control character¡¨ (b=-0.04, p<0.1). 1.3 Trend of resignation: With interaction of the ¡§Educational Cooperative Suport System¡¨ and ¡§external control character¡¨, a negative impact on ¡§career plan¡¨ and ¡§internal control character¡¨ (b=-0.04, p<0.1) was found out.

Abstract In the recent years, hypermarkets in Taiwan became already the main places that the consumers purchase articles for daily use. During the depression, it is very fierce that variations and competitions between the hypermarkets. The leading-brand hypermarkets still to expand their new stores in this year, but they placed the focus to increase the differences of their products and services with others, rather to compress the existing space between competitors through the price war. The study is at background of the hypermarkets, when they would like to consider the differences of services as their principal marketing tactic, whether they perceived already the employees, who possess service consciousness and customer-oriented behavior, are the key points to operate successfully. In the hypermarkets where the employees contact frequent- ly with the customers, service quality is very close to the quality of employees. One of the main purposes of this research is to discuss what factors to affect the Customer-Oriented Behavior in the hypermarkets. Therefore, I choose the employees from a famous hypermarket, located in central Taiwan, as object of the study, in order to understand the relations between ¡§Internal Marketing¡¨ and ¡§Customer-Oriented Behavior¡¨ of employees. Then to adulterate again with ¡§Organizational Commitment¡¨ as an intervening variable, in order to demonstrate clearly whether¡¨ Internal Marketing ¡§would affect ¡§Customer- Oriented Behavior ¡§or not by the intervening variable. The study finds the followings: 1. Internal Marketing affects positively on Organizational Commitment. 2. Organizational Commitment affects positively on Customer-Oriented behavior. 3. Internal Marketing affects positively on Customer-Oriented Behavior. Internal Marketing can also reinforce indirectly its influence on Customer- Oriented Behavior through the mediator of Organizational Commitment, the managers should also concern with the mediator, so as to make sure the Customer-Oriented Behavior will perform.

Abstract Telecom market had been opened since 2001. Facing dramatically changing environment, in order to keep benefiting customers and investors, and to maintain employees¡¦ morale, it is important for the state-owned enterprise to be more competitive. ¡§Human Resource Management¡¨ is the key point to increase its competitive advantages. By understanding employees¡¦ organizational commitment (OC), we can find a way to keep them. Besides, if managers¡¦ politics of downward influence (PDI) can cause employees¡¦ dissatisfaction, employees might have intent to quit (ITQ). It might also increase company¡¦s cost. Therefore, it is necessary to have a research standing from subordinates¡¦ viewpoint, and exploring the effects of managers¡¦ PDI on subordinates¡¦ OC and ITQ. The research collected 629 effective samples from case company in Southern Taiwan via questionnaires and analyzed data by SPSS software. By proving the hypothesis, the research found several results: 1.Through factor analysis, there are three dimensions of power traits: conciliation & reason, authority & exert pressure, hypocrisy & urge by sarcasm. 2.The power trait of ¡§Conciliation & Reason¡¨ has significantly positive influence on OC. 3.The power trait of ¡§Conciliation & Reason¡¨ has significantly negative influence on ITQ. 4.The power traits of ¡§authority & exert pressure¡¨ and ¡§hypocrisy & urge by sarcasm¡¨ have significantly negative influence on OC. 5.The power traits of ¡§authority & exert pressure¡¨ and ¡§hypocrisy & urge by sarcasm¡¨ have significantly positive influence on ITQ.

¡iAbstract¡j The widespread wave of the liberalization in telecommunications followed the industrial country of England, America and Japan. The privatization of state-run business that liberalize the whole world market of telecommunications is popular in the world now. Lashed by the liberalization in telecommunications and the privatization of state-run business, our country passed the three major laws of telecommunications¡]the Telecommunication Act, the DGT Organizational Statutes, the Chunghwa Telecom Co., Ltd. Statutes¡^, after three reading in The Legislative Yuan in 1996. The Directorate General of Telecommunications transform to Chunghwa Telecom Co., Ltd. to provide telecommunications services in July 1st 1996. Closuring the double role of The Directorate General of Telecommunications in both sectors of peremptory services providing and administrator. Chunghwa Telecom Co., Ltd in order to turn their innovation into competitive acting in the industry tide of rapid development of computer and communication, and bruising competitive market, creating ¡§the system of human resource management in the privatization of state-run business by Chunghwa Telecom Co., Ltd ¡§, to attract and retain their knowledge worker, to lift the staff¡¦s job satisfaction, to carry the organization through, and built a brand new successful paragon. Further, this study also discusses about the problem in role cognitive conflict of staff diversity expectation by the company in the process of the privatization, for promoting the competitive ability of the company. If this role cognitive conflict problem will affect the organizational commitment made by staff to the company. Therefore, this study has taken Southern Branch of Chunghwa Telecom Co., Ltd as study interview, used probability proportionate to size, released 983 sets of questionnaires, got 587 sets of valid questionnaires, 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 following: 1. As the staff perception in the system of human resource management in the privatization of state-run business, job satisfaction and organizational commitment, we can see that: (1). The higher perception in the system of human resource management in the privatization of state-run business staffs have, the more job satisfaction they will have. (2). The higher job satisfaction they have, the higher organizational commitment they will have to the company. (3). The higher perception in the system of human resource management in the privatization of state-run business staffs have, the higher organizational commitment they will have to the company. 2. There is a positive correlation in the staff perception in motivation by the system of human resource management in the privatization of state-run business and organizational commitment, and it also has high prediction. 3. Both well-paid and suitable working conditions and prospective promotion of job satisfaction have positive correlation and reached the level of significance. Thereamong, the former variable has major affection. 4. Job satisfaction has mediating effect between the staff perception to the human resource management system after the privatization of state-run business and organizational commitment. 5. Role cognitive conflict has no moderating effect between the staff perception to the human resource management system after the privatization of state-run business and organizational commitment. 6. According to the moderating effect of role cognitive conflict between the relationships of job satisfaction and organizational commitment in the study, the results are as following: (1). If the company can anticipate staff¡¦s need in the sectors of satisfied task autonomy, well-paid and suitable working conditions and prospective promotion, then the person who with higher role cognitive conflict in work to organizational commitment has higher identification of value than those who with lower role cognitive conflict in work to organizational commitment, and the people who with higher role cognitive conflict in labor relationship to the organizational commitment has higher identification of value and company than those who with lower role cognitive conflict in labor relationship to the organizational commitment. (2). To generalize the moderating effect of role cognitive conflict between the relationships of job satisfaction and organizational commitment, as long as applying the well management in the hope of pursuing elite success, role cognitive conflict could be positive and beneficent. Key words: human resource management, perception, job satisfaction, organizational commitment, role cognitive conflict.

The purpose of this investigation is to develop localized and suitable inventory for measuring perceptions of organizational politics¡]OP¡^in domestic enterprises and using the model proposed by Ferris et al.,¡]1989¡^study the relationships among the OP, job satisfaction, job stress & organizational commitment¡]employee¡¦s job attitudes¡^. The sample consisted of 227 employee selected from some traditional industry in Taiwan. The data were analyzed by applying statistical methods, including factor analysis, reliability, one-way ANOVA, correlation, regression and canonical correlation analysis. The major findings of this study are as fallow: The present study examined the dimensionality, reliability and validity of the Perceptions of Organizational Politics Scale¡]POPS¡^¡]Kacmar,1997¡^.Perceptions of organizational politics were found have a negative relationship with job satisfaction , job stress & organizational commitment. Understand, tenure , control and locus of control as a moderator of the relationships between perceptions of organizational politics & employee¡¦s job attitudes was examined. Results indicated that understand, tenure moderated the relationship between politics and job satisfaction; Locus of control moderated the relationship between politics and organizational commitment.

Abstract It is extremely common that business utility in Taiwan are now stretching their business development to Mainland China for investment. Meanwhile, with stronger and stronger organization size in Mainland China of Taiwan utility, it is also a trend to develop or recruit local employees to perform supervisors¡¦ roles. Consequently, though being in the same blood of nature, there should be some differences between Taiwan citizen and China citizen no matter in culture aspect or in value aspect. As a supervisor/manager to the company, is there any difference in management competency and department performance? Hence, this research was designed to examine the relationship among management competency, characteristics of individuals, department performance, on the basis of organizational commitment and job involvement. The results of the research indicate that: 1. The interaction effect between supervisors with different nationalities and the recognition of department performance is significant. 2. The interaction effect between supervisors with different nationalities and the recognition of management competency is significant. 3. The interaction effect between supervisors with different business divisions and the recognition of management competency is significant. 4. The interaction effect between management competency and department performance is significant. 5. The interaction effect between management competency and job involvement is significant. 6. The interaction effect between management competency and organizational commitment is significant. 7. The interaction effect between job involvement and department performance is significant. 8. With organizational commitment and job involvement as middle-acted variables, the interaction effect between management competency and department performance is significant.