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.

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.

Organizational citizenship behaviors are extra-role behaviors that are neither enforced on the basis of formal role obligations nor guarantee compensation such as promotion or salary. Previous researches focused on organizational commitment as an antecedent and a predictor and organizational culture as a predictor of organizational citizenship behavior. However, there has not been any detailed research exploring the relationship between organizational citizenship behavior, organizational commitment, and organizational culture / which is the main purpose of this study. Moreover, this study searched the mediating effect of organizational commitment on the relationship between organizational culture and organizational commitment, organizational commitment as being one of the most prominent and potential mediators of the relationship between job characteristics and organizational citizenship behavior. A sample of 125 academicians from Middle East Technical University (METU), Ankara, was selected and conducted a survey. In accordance with the hypotheses, the results indicated, organizational culture with its several dimensions predicted organizational citizenship behavior and its dimension of civic virtue and sportsmanship. Organizational commitment predicted organizational citizenship behavior, whereas, only affective commitment dimension of organizational commitment predicted organizational citizenship behavior and the dimensions of OCB / altruism, civic virtue, conscientiousness, sportsmanship but not courtesy. The effect of organizational culture on organizational commitment was partially supported. It is supported that organizational culture and only its dimension of mission predicted organizational commitment, and its dimensions of affective and normative commitment. Finally, for the mediating role of organizational commitment, only affective commitment has a mediating role between organizational culture and organizational citizenship behavior.

The research on person-organization fit has attracted the attention of both scholars and managers in recent years. During organizational transformation, it is very important to have employees who can identify with the administration of the company and struggle for the company's future. This will enable the company to keep competitiveness and flexibility to confront environmental challenges. In this paper, Taiwan Salt Industrial Corporation (TSIC) is chosen as the subject for case study and several methods were used; including stratified sampling method and interviews with top manager. The value construct technique modified by Cable & Judge combined with template-matching technique by Bem & Allen were adopted to study person-organization fit in the company. Then, by statistical methods, the influences of person-organization fit on organization commitment and organization citizenship behavior were predicted. The major empirical findings of this study are as follows: 1. There are differences between the ideal culture values that employees wish for and those they really perceive. 2. Person-organization fit is related to employee's demography. 3. It is significantly positive trend to predict intent to remain, organization commitment and its factor, organization recognition, of employees by their person-organization fit 4. Organization citizenship behavior of employees is less significant related to their person-organization fit. 5. The age and tenure of employees has a significantly positive relationship with organization commitment and its factor, organization recognition; however, education level of employees has a negative one with organization recognition.

The Relationship between Organizational Socialization, Information Seeking Behavior, and Organizational Commitment of New High-tech Professionals Abstract Due to the rapid growth of high-tech industry in Taiwan, there is an increasing need for high-tech professionals. Therefore, it is easy for high-tech professionals to switch jobs frequently. This phenomenon causes high-tech companies to spend a lot of money and time on the management of newcomers every year, so it is important to understand how newcomers adjust to the new environment and increase their commitment to the organization. Organizational socialization is generally defined as the process whereby newcomers learn the behaviors and attitudes for assuming roles in an organization. Research on socialization has focused on the socialization tactics used by organizations and tends to portray newcomers as passive in the socialization process. However, relatively is known about how newcomers obtain the information they need. Hence, this study was designed to examine the relationship between organizational socialization, information seeking behavior and organizational commitment of high-tech professionals. Besides, this research also examined the mediating effects of socialization content on the relationship between organization socialization and organizational commitment and the relationship between information seeking behavior and organizational commitment. Surveys were given to 99 new professionals six and twelve months into their jobs. The results of the research indicate that: 1. High-tech companies tend to use institutionalized socialization tactics; new professionals tend to use overt, third party and observing tactics to obtain the information . 2. Collect, sequential, fixed and serial socialization tactics are associated with high socialization content; overt and observing information seeking tactics are associated with high socialization content. 3. Sequential fixed and serial socialization tactics are associated with high organizational commitment; observing information seeking tactic and high socialization content are associated with high organizational commitment. 4. The mediating effects of socialization content on the relationship between organization socialization and organizational commitment and the relationship between information seeking behavior and organizational commitment are not obvious. Key words: organizational socialization, information seeking behavior, socialization commitment, high-tech company, newcomer

Abstract Due to the change of the employment, emphasizing on employees¡¦ commitment to the organization is no more the critical determinant of whether the employees will devote themselves to the organization. From 1980s, there were scholars who started to argue that employees will form global beliefs concerning the extent to which the organization values their contributions and cares about their well-being, and called this concept perceived organizational support (POS). In contrast to organizational commitment, perceived organizational support emphasizes on employers¡¦ commitment to the employees and has been proved to have strong relations to many of employees¡¦ work attitudes and behaviors. In this study, the writer uses two different kinds of scorings as the indicators to evaluate the extent of employees¡¦ POS. The findings are as followed: 1. POS is positively related to employees¡¦ affective commitment, continuance commitment, job satisfaction and performance, but negatively related to the intention to quit. 2. No matter using which kind of scorings, within all work attitudes and behaviors we are interested, POS is most related to affective commitment and then job satisfaction. 3. POS has the strongest influence on affective commitment and job satisfaction, and the weakest one on work performance. 4. Comparing to other POS factors, leadership and self-achievement have the most global influences on employees¡¦ work attitudes and behaviors. 5. In whole, employees¡¦ evaluations of organizational practices of which they really experience are more related to their work attitudes and behaviors than the discrepancy between what they expect and the actual situations. 6. When combining with individual¡¦s expectation, the influence of some POS factors will become salience, although it may not have such strong influence when concerning the evaluations of organizational practices along. 7. Different ways of discrepancy between individual¡¦s expectations and the actual situations will cause different influences on employees¡¦ work attitudes and behaviors indeed.