The purpose of the present study was to integrate findings from commitment (organizational and professional commitment), its antecedents (especially in terms of personal characteristics), and pay satisfaction literature into a more comprehensive model that would further enhance the understanding of the full concept of commitment, which has been regarded as an important variable in appreciating the work behaviour of employees in organizations. The present study contributed to the literature on commitment in five important ways: (1) Consideration of multiple commitments was included in this study; organizational and professional commitment were examined in a multidimensional way; (2) Since different organizational and professional commitment varied across occupations (Wallace, 1993), it was worthwhile to explore the commitment orientation of R&D engineers in the electronics industry of Taiwan; (3) Direct effects of personal characteristics on two forms of commitment were measured; (4) Moderating effects of pay satisfaction on the relationship between personal characteristics and commitment were observed; (5) Whether there was a complementary or incompatible association between organizational commitment and professional commitment was examined. Several significant and interesting findings of this study are presented as follows. (1)Given that a higher education level has been considered to predispose individuals to lower organizational commitment, but stronger professional commitment, this idea was tested, and as hypothesized, R&D engineers with higher levels of education did report lower commitment to stay in the same organization but stronger value commitment to their profession, as well as stronger commitment to stay in the same profession. However, higher education levels did not cause lower value commitment to the organization. Indeed, it was found in this study that pay satisfaction moderated respectively, the relationship among different education levels, the commitment to stay in the same organization, the value commitment to the profession, and the commitment to stay in the same profession. (2)It was supported that a higher position demonstrated stronger commitment to stay in the same organization. Pay satisfaction moderated the relationship between different position level and commitment to stay in the same organization, as well as commitment to stay in the same profession. (3)As hypothesized, increased age correlated with stronger organizational commitment. It was also confirmed that pay satisfaction moderated the relationship between age and organization commitment. However, there was no significant relationship between increased age and professional commitment. Nor did pay satisfaction influence the relationship between age and professional commitment. (4)The hypothesis that increased organization tenure led to increased organizational commitment but decreased professional commitment was rejected. However, the hypothesis that pay satisfaction moderated the relationship between organizational tenure and organizational commitment was supported. (5)The hypothesis that women tended to demonstrate lower organizational and professional commitment was partially supported. Women reported lower value commitment to the organization, lower value commitment to the profession and lower commitment stay in the same profession, than their male counterparts. However, the relationship between gender and commitment to stay in the same organization was not supported, but pay satisfaction was found to moderate the relationship between gender and commitment to stay in the same organization. (6)This study confirmed that married engineers had stronger commitment to stay in the same organization and that pay satisfaction moderated the relationship between marital status and organizational and professional commitment, except for the value commitment to the profession. (7)In spite of the value commitment to the organization, however, it was found that the more dependents, the higher organizational commitment and the less professional commitment was demonstrated. That pay satisfaction moderated the relationship between number of dependents and organizational commitment was approved in this study. (8)The hypothesis that the more income an individual received, the higher organizational and professional commitment s/he demonstrated, was supported. However, a negative relationship was found between income and commitment to stay in the same organization. As anticipated, pay satisfaction moderated the relationship between salary level and organizational commitment. (9)A positive relationship between organizational and professional commitment was found in this study.

Abstract This study examined the Perceptions of Politics Model ¡]Ferris, Russ and Fandt, 1989¡^to investigate whether understanding and perceived control might alleviate the negative influence of perceptions of organizational politics. The Model was tested on data collected from 482 employees of a food organization indicated that employees¡¦ Perception of organizational politics related negatively to job involvement, job satisfaction and organizational commitment, also related positively to job stress. By using multiple regression analysis on the data revealed that perceptions of organizational politics are to address negative impact of job involvement, job satisfaction and organizational commitment, in addition, perceptions of organizational politics are more strongly impacted to job stress. Understanding and Perceived Control as moderators of the relationships between perceptions of organizational politics and several outcome variables were examined. Results of hierarchical moderated regression analysis indicated that understanding and Perceived Control were significant predictors. Understanding moderated the outcome relationship between politics and organizational commitment, meanwhile, Perceived Control only moderated the outcome relationship between politics and job involvement.

As the growing living standard, the public have higher and higher expectation to the health-care service. On the other hand, under the pressure of cost and budget limitation, the hospitals would like to enhance the competitively have to promote their service quality. Research has indicated that the nursing personnel¡¦s working attitude and behavior has significant influence to the patient¡¦s impression. For this reason, it is necessary to clarify what is the factor that would affect nursing personnel¡¦s service behavior. This research used the method of questionnaire survey, and collected the data from 8 hospitals. In this study, transformational leadership is used as the independent variables, organizational commitment is used as the mediate variable, psychological empowerment is used as the moderate variable, and customer-oriented organizational citizenship behavior is used as the dependent variable. The purpose of this research is mainly to find out the relationship among transformational leadership ,organizational commitment, and customer-oriented organizational citizenship behavior. Furthermore, using the psychological empowerment as the interfered variable, the study would investigate the effect the psychological empowerment to transformational leadership, organizational commitment, and customer-oriented organizational citizenship behavior. The important discoveries are stated separately as follows: (1) Transformational leadership is positively significant to customer-oriented organizational citizenship behavior. (2) Organizational commitment has influences to customer-oriented organizational citizenship behavior. (3) Transformational leadership is positively significant to organizational commitment. (4) Organizational commitment is found to have a partial mediating effect between transformational leadership and customer-oriented organizational citizenship behavior. (5) Psychological empowerment is found to have a partial moderating effect between transformational leadership and customer-oriented organizational citizenship behavior. According to the results of research, some suggestions are provided: (1) Reinforce the transformational leadership to promote the nursing personnel¡¦s organizational commitment. (2) The supervisor should emphases on the vision of providing excellent service quality to encourage the nursing personnel¡¦s customer-oriented organizational citizenship behavior. (3) Empower the nursing personnel and educate them knowledge and skills that are needed to delivery better service. (4) Value the feedback system for service performance.

The purpose of this study is to understand the situations of Taiwan Sugar Corporation (TSC) employees¡¦ organizational change recognition¡Borganizational communication¡Bjob satisfaction and organizational commitment. According to several relative questions analysis, We also hope to research the relationships and influences of TSC employees¡¦ organizational change recognition¡Borganizational communication¡Bjob satisfaction and organizational commitment when TSC during organizational change. The goals of this study are as follows: 1. To understand the situations of TSC employees¡¦ organizational change recognition¡Borganizational communication¡Bjob satisfaction and organizational commitment. 2. To understand the different degrees of TSC employees¡¦ organizational change recognition¡Borganizational communication¡Bjob satisfaction and organizational commitment on different attributes employees. 3. To research the relationships among organizational change recognition¡Borganizational communication¡Bjob satisfaction and organizational commitment. 4. To research the influence on organizational change recognition from organizational communication. 5. To research the influences on job satisfaction from organizational communication and organizational change recognition. 6. To research the influences on organizational commitment from organizational change recognition¡Borganizational communication and job satisfaction. This study adopts the method of investigation through questionnaires, 400 questionnaires were distributed and 317 effective ones were returned, SPSS version 10.0 (Statistical software) was utilized to conduct Descriptive Statistical Analysis, Reliability Analysis, Factor Analysis, Independent Samples T-Test, Analysis of Variance, Correlation Analysis and Regression Analysis for testing the hypotheses of this study. The results of this study are shown as follows: 1. There are partial significant differences on organizational change recognition¡Borganizational communication¡Bjob satisfaction and organizational commitment among different attributes employees. 2. There are significant relationships on organizational change recognition¡Bjob satisfaction and organizational commitment from organizational communication. 3. There are partial significant relationships on job satisfaction and organizational commitment from organizational change recognition. 4. There is a significant relationship between job satisfaction and organizational commitment. 5. Organizational communication has significant influence to organizational change recognition. 6. Organizational communication and organizational change recognition have partial significant influences to job satisfaction. 7. Organizational communication¡Borganizational change recognition and job satisfaction have partial significant influences to organizational commitment.

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.

For an enterprise, the appropriate flow rate of employees helps the metabolism of an organization and prevents an organization from becoming rigid. The appropriate flow of employees helps the enhancement of management efficiency of an enterprise. If the flow rate is too high, however, it will cause the loss of employees, the high expense of recruiting and training, and the low morale of employees. Moreover, it will cause the deficiency of human resource. In addition to general resignation mentioned in the above, another phenomenon of collective-resignation is arising. Collective-resignation has caused the crisis of management. Therefore, how to avoid collective-resignation is an important issue of an enterprise. This research discusses how the organizational commitment influences the initiative collective-resignation intention and passive collective-resignation intention. The object of this research is mainly on the employees in enterprises. The number of issued questionnaires is 750, and finally the number of returned questionnaires is 406. The rate of returning is 54.1 percent. The statistics results in the analysis as the following: 1.Governmental commitment has great influence on collective-resignation intention. Among them, the regulative commitment has positive effect on initiative collective-resignation and negative effect on passive collective-resignation (following the supervisor). The emotional commitment has negative effect on passive collective-resignation (following the supervisor). The sustained commitment has positive effect on passive collective-resignation (following the colleague). 2.The loyalty to supervisor has remarkable effect on collective-resignation. Among them, the dimension of recognition internalization is the most remarkable. 3.The effect of the loyalty to supervisor has more influence on passive collective-resignation than organizational commitment. 4.The collective-resignation intentions are divided into three dimensions: initiative collective-resignation intention, passive collective-resignation intention (following the supervisor) and passive collective-resignation intention (following the colleague).

As we progress towards the era of knowledge economy, organizations become more dependent on the knowledge-based resources possessed by their employees. In the past, organizations are only concerned with employees¡¦ commitment to the company and hoping they perform citizenship behaviors in favor of the company. Nowadays, it is more important to know that employees also develop an overall belief concerning the extent to which organizations values and cares about them, which is called perceived organizational support. Mutual trust and commitment is needed to fulfill the expectations from the organizations and employees. The purpose of this study is to examine whether employees¡¦ perceptions of organizational support positively affect their commitment to the organization ; whether organizational commitment positively affect the extent to which employees perform citizenship behaviors ; whether commitment mediates the relationship between perceived organizational support and organizational citizenship behavior. After a survey directed at engineers in high-tech industries, results are as the following: (1) perceived organizational support increases employees¡¦ commitment to the organization ; (2) organizational commitment increases employees¡¦ citizenship behaviors ; (3) organizational commitment mediates the relationship between perceived organizational support and organizational citizenship behavior.

The aim of this study was to examine the relationships among individual and organizational characteristics variables, several aspects of organizational communication, organizational commitment, organizational identification, job satisfaction, and turnover intentions. Furthermore, the influence of supervisor and workgroup commitment on organizational commitment was also examined. With these purposes, following two different pilot studies, questionnaires were administered to a sample of 321 white collar bank employees who are working in different branches of different banks in Ankara. The results of the study revealed that influence of individual and organizational characteristics variables on job satisfaction, organizational identification, organizational commitment, and turnover intentions were low and most of the time insignificant. The results of both regression analyses and model test indicated that job satisfaction was significantly and positively predicted by downward instrumental communication and turnover intentions was found to be significantly predicted by upward instrumental and downward positive communication and organizational identification was found to be significantly predicted by downward instrumental communication in the model test. Furthermore, both job satisfaction and organizational identification were found to be significant positive predictors of organizational commitment. In addition, organizational commitment was found to significantly and positively predicted by commitment to workgroup but not by commitment to supervisor. On the other hand, organizational commitment was found as a significant negative predictor of turnover intentions. However, when entered into the regression analysis together with organizational commitment, neither job satisfaction, nor organizational identification predicted turnover intentions significantly. However, significance of indirect effect of job satisfaction and organizational identification on turnover intentions through organizational commitment confirms the mediation of organizational commitment. The results of the present study, its limitations, and implications were discussed in more detail in the light of the relevant empirical evidence.

Existing literature indicates that transformational leadership, job satisfaction, organizational commitment, and organizational citizenship behavior are very important for effective organizational functioning. Previous research on citizenship behaviors made limited contribution to the literature, since it mainly did not consider the relationships between transformational leadership and organizational citizenship behaviors together with the influences of job satisfaction and organizational commitment. This study tried to test a new model of the relationships among transformational leadership, job satisfaction, organizational commitment, and organizational citizenship behaviors. The main purpose of the study was to investigate the influences of transformational leadership on organizational citizenship behaviors. The second purpose of this study was to investigate the mediating effect of job satisfaction and organizational commitment on the relationship transformational leadership and organizational citizenship behaviors. A survey was conducted in a public bank with 148 participants. The employees rated the items that measured transformational leadership, job satisfaction, and organizational commitment, and organizational citizenship behavior. After the outlier analyses, 137 cases were left for further study. Hierarchical regression analyses were performed on the data to test the relations of the variables. In line with the expectations, transformational leadership, job satisfaction and organizational commitment predicted organizational citizenship behaviors. Moreover, affective commitment and normative commitment partially mediated the relationship between transformational leadership and organizational citizenship behavior. Contrary to the expectations, job satisfaction did not mediate the relation between transformational leadership and organizational citizenship behavior.

In the present study, organizational commitment&lsquo / s relationship with a number of antecedents and consequences were examined. In more detail, firstly the effects of job characteristics (i.e., job variety, promotional opportunity, organizational fairness, and perceived organizational support) on three dimensions of organizational commitment namely affective, normative, and continuance commitment were examined. Secondly, how these three dimensions of organizational commitment predict two dimensions of performance (i.e., task and contextual performance) and turnover intentions were examined. With these purposes, a pilot study was conducted with the participation of 45 employees and then in the main study questionnaires were administered to a sample of 175 employees working in different public organizations. According to the results of the study, job characteristics significantly and positively predicted both affective and normative commitment in addition to overall commitment but they were not significant predictors of continuance commitment. In more detail, affective commitment was predicted by job variety, promotional opportunity and perceived organizational support while normative commitment was predicted by job variety and perceived organizational support. The results of the mediation analysis revealed that perceived organizational support partially mediated the organizational fairness - affective organizational commitment relationship. Among three dimensions of commitment, affective and normative commitment were found to significantly and negatively predict turnover intentions of employees. On the other hand, none of the three dimensions significantly predicted task performance when self ratings were used but affective and normative commitment significantly influenced self reported contextual performance. However, three dimensions of commitment were not significant predictors of task, contextual or overall performance rated by supervisors. The results of the study, its implications, limitations and directions were future research were discussed in more detail.