The present study investigates whether employees¡¦ personality traits and job characteristics influence their job involvement in M company. Using 163 samples, we found that the interaction of employees¡¦ personality traits and job characteristics, influence their job involvement. In addition, employees¡¦ personality traits and job characteristics have no significant influence on job involvement. The factors that affect the job involvement not only the two can separate cover. Enterprises should pay attention to employees¡¦ personality traits and job characteristics fit, making the employees in their suitable job. Employees have a high degree of job involvement will bring more benefits for organization.

In order to enhance newcomers' retention and performance, the present study explored the moderating roles of mentoring and newcomers' personality (conscientiousness and emotional stability) on the relationships between newcomers' perceived person-job fit, (P-J fit) person-organization fit (P-O fit) and their task performance and turnover intentions. The data was collected from newcomers who have passed probation with their organizational tenure less than one year. In total, 198 usable questionnaires were collected from 20 firms in Taiwan. The present study applied the hierarchical regression analysis to test our hypotheses. The results showed that: (1) when mentoring relationship is low, the positive relationship between newcomer P-J fit and task performance is strengthened; (2) when conscientiousness and emotional stability are high, the negative relationship between newcomers P-O fit and turnover intentions is strengthened; (3) the interaction between newcomer P-J fit and P-O fit is positively related to task performance. Based on our findings, we proposed several practical implications as below: (1) organizations should pay attention to newcomers¡¦ P-J, P-O fit, and their socialization processes; (2) using selection tools to hire newcomers with high conscientiousness and emotional stability; (3) organizations should apply different socialization practice for newcomers with different attributes.

The primary objective of this study is to foster career outcomes such as job satisfaction and turnover intentions in early childhood educators (ECEs). ECEs are defined as individuals teaching children from the age range of birth to 5 years old and work in child care programs. The focus on ECEs population was due to the fact they work in demanding environments with little wage incentives, and as a result, they experience high levels of job dissatisfaction, which in turn leads to turnover. Research has demonstrated that most ECEs are intrinsically motivated, but previous research has not quantitatively tested this construct in a model. A third objective is to explore the role of person-organization fit (P-O fit) and person-job fit (P-J fit) as mediators. Prior research has examined fit a mediator for the K-12 teacher population but it has not been explored in ECEs. The last objective of this study is to investigate distributive justice on career outcomes through P-O fit and P-J fit. Data for the study were collected from a community-based sample. The participants were teachers that worked in the field of early childhood education. Our findings show educators’ motivation and perceptions of organizational justice have a considerable impact on their career outcomes. Our results provide support for the mediation model that we hypothesized. This study can also assist in the selection of early childhood educators by utilizing the intrinsic motivation to work with children to identify which educators are intrinsically motivated and assess their fit as it relates to a specific organization.

本研究欲探討以個人認知需求為調節變項，考量框架效應和個人與工作適配度，是否對工作預期和求職吸引力產生影響。先前Buda和Charnov (2003)的研究僅闡釋低認知需求較易受框架效應影響，而本研究則欲進一步瞭解，是否高認知需求者在評估求職吸引力時，受個人與工作適配度影響較大。本研究採2x2 x2受試者間之實驗設計，所操弄獨變項為：框架效應（正負相框架訊息）。依變項為「求職吸引力」，「認知需求」為調節變項。 本研究之受試者為204位大學生，研究結果顯示個人與工作適配度與求職吸引力有正相關，當個人與工作適配度愈高，求職吸引力愈高。當應徵者為高認知需求者，個人與工作適配度與求職吸引力間的關係高於應徵者為低認知需求者。研究者分別就結果加以討論，提出可能的解釋，並檢討本研究之限制與貢獻。

Knowledge has been recognized as an important resource that should be carefully managed in order to enhance organizational competitiveness. Therefore, it is important to manage knowledge resources that have been learned and stored in organizations. Several scholars in the public administration literature have examined whether public service motivation (PSM) can help employees share their knowledge in ways that contribute to the effective functioning of public organizations. However, the mechanisms by which PSM influences individuals’ propensity to share knowledge have not been clarified by past research. Against this background, at first, this study contributes to understanding the relationship between PSM and knowledge sharing by applying self-determination theory with a logical insight of the intrinsic knowledge sharing motivation process. This study also examined that relationship by testing three competing psychological mechanisms based on person-environment (P-E) fit theory: (1) person-group (P-G) fit, (2) person-job (P-J) fit, and (3) person-supervisor (P-S) fit. The research questions for this study are as follows: Do individuals with higher levels of PSM have a higher propensity toward knowledge sharing? Does the congruence between employees and their work environment increase employees’ knowledge sharing behavior? Do PSM-driven employees have higher willingness to fit in the work environment? Does P-E fit theory help explain the causal relationship between PSM and knowledge sharing? Based on primary data of 1,094 occupationally diverse employees working in 33 local governments in South Korea, the current study found that caution should be exercised when making claims regarding the effects of PSM on individuals’ propensity to share knowledge and that greater emphasis should be placed on ways public sector organizations can foster P-G fit and P-J fit. However, this study also found that the relationship between PSM and knowledge sharing is not mediated by the extent to which employees perceive that their values are congruent with those of their supervisors. Keywords: public service motivation (PSM), person-environment fit (P-E fit), person-group fit (P-G fit), person-job fit (P-J fit), person-supervisor fit (P-S fit), knowledge sharing