This study investigated whether the percentage of time that weekly employees spend in virtual workspaces is related to job satisfaction (JS), organizational commitment (OC), perceived supervisor support (PSS) and perceived coworker support (PCS). One hundred thirty-five virtual workers employed by 1 of 5 large, privately owned companies reported the percentage of their work time spent performing virtual work and completed 4 instruments to measure JS, OC, PSS, and PCS. Data were analyzed using multivariate linear regression, multivariate multiple regression, and multivariate analysis of variance. Results showed that virtual workers who spent 75% or more of their time engaged in virtual work had higher JS, OC, and PSS than virtual workers who spent 25% or less of their work time working virtually. No relationship was found between the percentage of time spent working virtually and PCS. Results were also examined to determine whether gender or age moderated any of the relationships found between the percentage of time working virtually and organizational outcomes. Neither gender nor age moderated the relationships observed. The study results showed that as employee time performing virtual work increases, employee and corporate benefits also increase in large, privately owned companies. The results of the study have several potential implications for positive social change for organizations, employees, and society as a whole by providing information to organizations considering increasing the percentage of time employees spend engaging in virtual work, helping society determine how performing virtual work affects an employee's well-being, potentially providing insight to employees regarding the pros and cons of virtual work.

In recent years, studies have discussed the abusive supervision behavior in the organizations. Especially, supervisors¡¦ abusive supervision behaviors were believed to have negative effects on subordinates. However, the relationship between supervisors¡¦ abusive supervision behaviors, subordinates¡¦ work-family conflict, and deviant behavior remained unclear. For this reason, this study intends correlating supervisors¡¦ abusive supervision behaviors and subordinates¡¦ work-family conflict with deviant behavior. In this study, abusive supervision is the independent variable; Deviant behavior is the dependent variable; Work-family conflict is the mediator. Besides, we defined social support (family-supportive policies, perceived organizational work¡Vfamily support, and perceived coworker support) as a moderator not only between supervisors¡¦ abusive supervision behaviors and subordinates¡¦ work-family conflict, but also between work-family conflict and deviant behavior. The subjects of the study who are selected by convenience sampling and the data are collected using dyad-approach are common enterprise employees from manufacturing, high-tech industry, and service industry in Taiwan. Two hundred and twelve effective questionnaires (106 supervisor-subordinate dyadic data) of the survey are retrieved. Moreover, the analytic tools such as descriptive analysis, confirmatory factor analysis (CFA), linear structural relation, hierarchical regression analysis, and sobel test are utilized to analyze the result of the survey and to verify the assumptions of the study. The findings of the study are as follows. (1) Abusive supervision correlates positively with work-family conflict. (2) Work-family conflict also has significantly positive correlation with deviant behavior. (3) Mediating effect of work-family conflict is significant. (4) Family-supportive policies moderate the relationship between Abusive supervision and work-family conflict. The findings highly support the hypothesis I made, and also testify some researcher¡¦s suggestions. Further from this research, I also offer some suggestions for management and practice to the issue and following related research.

Previous researches about the Person-Environment Fit were mainly based on the points of view of Person-Organization Fit and Person-Job Fit. Researches based on the points of view of Person-Supervisor Fit (P-S Fit) and Person-Workgroup Fit (P-G Fit) was less made. But nowadays, more and more companies adopt team approach for the organization of the main mold of operation. How to establish a harmonious group and enhance group¡¦s and individual performance becomes an important issue. The main purpose of this research is base on Fit Theory to examine Person-Supervisor Fit and Person-Workgroup Fit between crew, their supervisor and their coworker in every flight. In this study, Person-Supervisor Fit and Person-Workgroup Fit were defined as independent variables; role performance, job satisfaction and perceived support were defined as dependent variables. The relationship between independent and dependent variable are deeply discussed. There are 136 pairs of questionnaires surveyed by employees and their supervisors. Supervisor Leadership Profile (SLP) and Workgroup Characteristics Profile (WCP) were reduced to 16 of 25 statements as Q ranking items, and Q methodology was applied for measuring P-S Fit and P-W Fit. Regression analysis was used to further explore the dependent variable on the independent variable's influence. The result indicate that¡GFirst, employee with high P-G Fit, has more job satisfaction, the correlation between P-G Fit and job satisfaction is significant; second, employee with high P-S Fit, has more perceived supervisor support, the correlation between P-S Fit and perceived supervisor support is significant; third, employee with high P-G Fit, has more perceived coworker support, the correlation between P-G Fit and perceived coworker support is weak significant. This research further represents the direction of future research and practical meaning of management.