This thesis compares work orientations in six Western countries (the USA, Great Britain, New Zealand, Germany, Norway, and Sweden), using data from the 1997 International Social Survey Program (ISSP). The main issue examined is whether different ‘production regimes’ correspond to levels and patterns of employment and organizational commitment among the working population. It is concluded that the country levels of employment commitment varies depending on the institutional set-ups, with respect to production and welfare regimes, being highest in the Scandinavian countries and lowest in Great Britain and the USA. Organizational commitment varies in a more complex manner, with the strongest commitment being found in the USA and the lowest in Sweden. In all countries, the most important factor determining the level of an individual’s organizational commitment is whether the person finds his or her job interesting. This effect is independent of job satisfaction. Organizational commitment was also found to be positively and strongly correlated with right-wing political values in five of the six countries. When it comes to employment commitment, it was found that women display, often significantly, higher commitment than do men. The results suggest that the most important motivator for employment commitment is the desire for interesting work. The concluding discussion summarises and presents the main findings in schematic figures, and includes interpretative discussions focusing on future research.

Consent for the research study was obtained from the divisional executive of the financial services division being researched and all ethical factors were clarified. All potential participants were engaged in a divisional communication session where participation was advised to be voluntary and anonymity and confidentiality was assured. The results of the study revealed that there was no statically significant relationship between intention to quit and organisational commitment but a statically significant relationship between organisational commitment and age, tenure, marital status and staff with dependants respectively were revealed. Further to that, a statistically significant relationship between intention to quit and age, tenure, marital status was also revealed. Therefore, based on the understanding gained, and the relationship it had with respect to the biographical factors used in the study, it presents organisations with the insight and opportunity to better retain staff. Clear understandings of the limitations of the findings presented are also discussed and additional recommendations for future research are also provided.

Service firms increasingly need to rely on other attributes than traditional quality and performance of their service employees to become and stay truly competitive. Strong brands are essential for differentiation in today's marketplace and it becomes naturally important to align the customer contact employees with the company brand to ensure consistency in all communication externally. For a service firm employee to fully enact the brand and display on brand behavior outwards it is pivotal to make them truly committed to the brand and organization. Internal branding processes have been shown to be an enabler of employee commitment to the organizational brand. While internal branding is stated to have a connection to commitment, the concept as such is according to Meyer & Allen (1991) constituted by three dimensions, normative, affective and continuance commitment. The bulk of the existing research has so far focused on internal branding and commitment as a single construct and not these dimensions. Much of this research is in addition limited to a few service sectors.The aim of this study was to determine the components of internal branding in order to clarify the relationship between internal branding and brand commitment of customer contact employees. The empirical investigation was conducted in the retail sector from the perspective of the customer contact employee by the use of a self-completion questionnaire measuring the affective commitment of the employees and the presence of the internal branding activities. The conceptual model for the study shows hypothesized positive relationships between the four internal branding activities and affective commitment. However, while all internal branding activities were significantly present, only three of these were found to have a significant positive relationship to affective commitment, excluding internal communication.The conclusions of this study gives managers of customer contact employee’s insights about how to enable affective commitment through the use of internal branding. Our results show that brand oriented training, recruitment and leadership all have a significant impact on affective commitment of customer contact employees. Although they had similar Beta values, brand oriented leadership showed a slightly higher predicting power indicating that leadership can play a greater role regarding the affective commitment of customer contact employees.

The purpose of this paper is to discuss and find the coincidental consequences of the organizational politics perception model by clustering organizational politics perception groups. This investigation uses the model proposed by Ferris et al. (1989) to study the relationships between the perceptions of organizational politics, organizational influences, work environment influences, personal influences, and study the relationships between the perceptions of organizational politics, job satisfaction, job stress, organizational commitment, work performance, job involvement, organization citizenship behavior, and exit intention. The sample consisted of 2559 employee selected from 36 organizations covering 9 industrial sectors in Taiwan. The data was analyzed by applying statistical methods, including factor, reliability, correlation, regression and multiple linear regression analysis. The different groups of perception of organizational politics were found to have been involved in the relationship between organizational influences and some personal influences. Also the different groups of perception of organizational politics were involved in the relationships between perceptions of organizational politics and employee¡¦s work performance, job involvement, job stress, organization citizenship, job satisfaction, and organizational commitment.

Abstract Results of analyses conducted on data collected from 313 employees of one University. The results of this research indicate as follows: Dimensionality of Organizational Politics Perceptions The responses to the 32-items Perceptions of Organizational Politics Scale (POPS) were subjected to principal components analysis with Varimax rotation. A four-factor solution was found to be most interpretable, with loadings of .50 and above used as an item retention criterion, resulting in a total of 16 items being retained across the four tactical importances. It is comprised four subscales: (1) Supervisor Behavior, (2) General Politics Behavior, (3) Organization Policies and Practices, and (4) Coworker & Clique Behavior. Relationships between Demographic Variables and Perceptions of Organizational Politics 1. Female¡¦s ¡§Supervisor Behavior¡¨ consciousness is stronger than male, and male¡¦s ¡§Coworker & Clique Behavior¡¨ consciousness is greater than female. 2. Subordinate¡¦s ¡§Organization Policies and Practices¡¨ consciousness is stronger than executives or above. 3. Regular staff members¡¦ ¡§Coworker & Clique Behavior¡¨ consciousness is much than non-regular staff members. 4. The University public servants¡¦ ¡§Supervisor Behavior¡¨ consciousness is much stronger than instructors. 5. Bachelor¡¦s level of education¡¦s ¡§Organization Policies and Practices¡¨ consciousness is greater than Mater¡¦s level of education or above. Relationships between Perceptions of Organizational Politics and Organizational Commitment 1. Organizational Politics was negatively related absolutely to¡¨ Retention Commitment¡¨. 2. Organizational Politics was negatively related partly to ¡§Value Commitment¡¨. 3. Organizational Politics was negatively related t partly to ¡§Effort Commitment¡¨. Control some Demographic Variables, reported special relationships 1. Reported positively correlations between ¡§Supervisor Behavior¡¨ and ¡§Value Commitment¡¨ with executives or above. 2. Reported positively correlations between¡¨ General Politics Behavior¡¨ and ¡¨ Effort Commitment¡¨ with female employees, subordinates and non-regular staff figures. Key word: Perceptions of Organizational Politics, Supervisor Behavior, General Politics Behavior, Organization Policies and Practices, Coworker & Clique Behavior, Organizational Commitment, Retention Commitment, Value Commitment, Effort Commitment.

Employees¡¦ perception of organizational political level will influence employees¡¦ decision whether to get involved with organizational politics or to isolate from organizational behaviors, it will reflect significantly on the working attitude directly and will influence the organizational commitment level and performance of employees indirectly, further more, it will decrease the organizational productivities. This research was conducted to focus on that whether employees¡¦ organizational political perception will influence their organizational commitments and performances, also to discuss the connection between each other. The research method this study used was group segmentations. After empirical analysis, we found out: 1. In the organizational political perception, ¡§boss¡¦s and colleague¡¦s behaviors¡¨ dimension has a significant negative correlation with affective commitment and normative commitment; ¡§the differences between policies and realities¡¨ dimension presents the same result as well. ¡§Boss¡¦s and colleague¡¦s behaviors¡¨ dimension has a significant positive correlation with continuance commitment. 2. There is only ¡§the differences between policies and realities¡¨ dimension reaching a significant positive correlation with task performance and contextual performance in organizational political perception. 3. By using K-mean ¡§Cluster analysis¡¨, we got four different types of group representing four different categories of ¡§organizational political perception¡¨. We named them by their characters, the names and characters are described as follow: 3-1 Slow: employees in the type do not react fast enough regarding political behaviors and working environment atmosphere due to the employees¡¦ insensitivity. 3-2 The perception of Complies in public but opposes in private: employees can sense that organization does not behave the same way in terms of policies and operations; they do nothing with this scenario. 3-3 The perception of keen actions: The members of perceptional organization are more sensitive with the interpersonal relationship, and they response the working environment with positive and active attitudes. 3-4 The perception of silence and waiting: Employees can sense that organization behaves in the same way in terms of policies and operations; they have a concept that ¡§Silence is gold¡¨. 4. In ¡§slow¡¨ type, the perception dimension of ¡§keeping silence and waiting for benefit¡¨ has a negative correlation with ¡§task performance¡¨; the perception dimension of ¡§the differences between policies and realities¡¨ has a negative correlation with ¡§affective commitment¡¨ and ¡§task performance¡¨. 5. In ¡§The perception of complies in public but opposes in private¡¨ type, the perception dimension of ¡§boss¡¦s and colleague¡¦s behaviors¡¨ has a positive correlation with ¡§continuance commitment¡¨, but has a negative correlation with ¡§contextual performance¡¨; the perception dimension of ¡§keeping silence and waiting for benefit¡¨ has a positive correlation with ¡§contextual performance¡¨. 6. In ¡§The percept of keen and action¡¨ type, the percept dimension of ¡§boss¡¦s and colleague¡¦s behaviors¡¨ has a negative correlation with ¡§affective commitment¡¨, but has a positive correlation with ¡§continuance commitment¡¨ and ¡§contextual performance¡¨. 7. In ¡§The perception of silence and waiting¡¨, the perception dimension of ¡§boss¡¦s and colleague¡¦s behaviors¡¨ has a negative correlation with ¡§normative commitment¡¨; the perception dimension of ¡§keeping silence and waiting for benefits¡¨ has a positive correlation with ¡§contextual performance¡¨; the perception dimension of ¡§the differences between policies and realities¡¨ has a negative correlation with ¡§affective commitment¡¨ and ¡§contextual performance¡¨.

International commercial harbor is being in international, liberal and global conflict. It is facing the pressure of domestic and overseas market¡¦s competition. The enterprises need to reform the organization urgently. Harbor organization is researching to change from the enterprising organization of transportation into administrative legal person. The characteristics have the autonomy of personnel matters and utilize human resource flexibly. It is realized by way of implementing functional flexibility, numerical flexibility, temporal or working-time flexibility, wage or financial flexibility. The object is to serve for shipping company and increases employees ¡¦organizational adaptability, job efficiency, employees¡¦ productivity, service quality, personnel cost reduction and achieving budget target. At the same time, the organization utilizes flexible strategy have to consider the employees who have realized the change of job conditions. BY adjusting employees¡¦ work attitude which including job satisfaction, job involvement and organizational commitment etc. And then, it will increase organizational performance really. The study surveys the case organization which is the employees of the Kaohsiung Harbor Bureau (KHB). It utilizes employees¡¦ questionnaires to survey the influences of organization performance during the period of the strategy of implementing organization reform. The study finds the following results: 1. The perception of employees has significantly influences on organizational performance. 2. The functional flexibility has significantly influences on organizational performance. 3. The numerical flexibility has significantly influences on organizational performance. 4. The temporal or working-time flexibility has significantly influences on organizational performance. 5. The wage or financial flexibility has significantly influences on organizational performance. 6. The employees ¡¦different point of view on human resource utilization strategy will produce some differences due to different characteristics. According to the research result, implementing human resource flexible utilization which has significantly influences on organizational performance mostly. But different point of view on the strategy of human resource utilizing still have differences due to different characteristics. The KHB needs various kinds of improvable action to integrate employees¡¦ different point of view by communicating and coordinating with employees. Let employees understand the organizational reform is very important. It is in favor of organizational performance and increasing competitive power.

檢視現今戶政機關的生態吾人當可發現戶政人員的流動性高，無法留任優秀之人才，此間接地影響了為民服務的品質與效率。若能藉由瞭解戶政人員對工作生活品質的知覺為何，進而瞭解其與組織承諾的關聯性，並採取相關的管理作為，必能強化戶政機關人力資源運用的效能。為求創造高品質的服務態度，以順應顧客導向的潮流，打造充滿活力與競爭力的戶政機關，故進行本研究。 本研究係以臺北市政府所屬各區戶政事務所之在職人員為問卷調查對象。除應用文獻探討法，建構本研究架構與研究假設，並採用問卷調查法，以內容包含工作生活品質量表、組織承諾量表與戶政人員基本資料等三部分之問卷為研究工具，採普查方式實施問卷測試，問卷總共發出679份，實際回收542份，問卷回收率為80％，有效問卷為480份。分別以描述性統計分析、t檢定、單因子變異數分析、雙因子變異數分析、皮爾森積差相關、多元逐步迴歸分析等方法，敘寫分析結果與結果驗證，據以提出結論與建議。 本研究發現，在工作生活品質方面：以「人際關係及參與感」、「工作內容及尊榮感」等構面的知覺滿意度最高；在組織承諾方面：以「努力承諾」構面的程度最高；在個人屬性方面：對於工作生活品質的滿意度與組織承諾的程度上，男性均高於女性；已婚者均高於未婚者；薦任職務編制者均高於委任職務編制者；行政人員均高於後線業務人員及櫃檯服務人員；主管人員均高於非主管人員。工作生活品質及其「人際關係及參與感」、「公平性」、「工作內容及尊榮感」、「工作環境」、「俸給福利」等五個構面均與組織承諾有顯著相關性。對於組織承諾的預測方面，一般而言，以「工作內容及尊榮感」的預測力最佳，其次依序為「工作環境」、「人際關係及參與感」及「俸給福利」。 戶政人員的工作生活品質確實會影響其對組織之承諾，且工作生活品質滿足感與組織承諾呈正向關係，即工作生活品質滿足感愈高者，其組織承諾亦愈高。因此，建議戶政機關採取適當的管理作為，藉由提升工作生活品質知覺程度，使戶政人員認為在戶政機關服務是一項正確選擇，值得為戶政機關付出心力，且以身為戶政人員的一份子為榮，願意繼續留在戶政機關服務。 / Examining the environment of today’s household registration office, we concluded that the turnover of household registration officers has effects on quality and efficiency of the civil service indirectly. If we can understand household registration officers’ perception of the quality of working life, we will be able to comprehend its connection to organizational commitment and take relevant management actions so as to strengthen the human resources efficiency of household registration office. For creating high quality service attitude to customers and following the customer-oriented trend, the purpose of this study is to establish a dynamic and competitive household registration office. The subjects of the study were employees in every household registration offices of Taipei City Government. Besides using literature review to construct research framework and hypotheses, this study adopted survey techniques as a research tool with questionnaire that contained scales of quality of working life and organizational commitment, and basic information of household registration officers. With the method of general census, 679 copies of questionnaire were mailed; after retrieving 542 copies, we had a return rate of 80% with effective questionnaires of 480 copies. Descriptive statistics analysis, t- test, one-way ANOVA, two-way ANOVA, Pearson’s product-moment correlation and multiple stepwise regression analysis were used for analyzing the data, verifying the results and consequently addressing the conclusions and suggestions. This study found that employees perceived the most satisfaction in the aspects of “interpersonal relationship and participation” and “job description and sense of honor” in quality of working life; and exhibited the highest level in the aspect of “hard-working promises” in organizational commitment. As to personal attributes: for the satisfaction of quality of working life and the level of organizational commitment, males were higher than females; married were higher than unmarried; the ones with recommended appointment position were higher than with ordinary appointment position; administrative staffs were higher than duty executives and staffs at counters; managers were higher than non-management personnel. There are significant correlation among organizational commitment, quality of working life and five aspects of “interpersonal relationship and participation”, “fairness”, “job description and sense of honor”, “work environment”, “wage and benefits”. As to the projection of organizational commitment in general, “job description and sense of honor” ranks the first, followed with “work environment”, “interpersonal relationship and participation” and “wage and benefits”. Quality of working life for household registration officers indeed has effects on their organizational commitment; and moreover, there is positive correlation between quality of working life and organizational commitment, that is, the more they are satisfied with quality of working life, the more they make commitment to the organization. Thus, we recommend that the household registration office shall adopt appropriate management actions by promoting the perception of quality of working life to convince the household registration officers that their decision to work here is a wise one; to encourage them it is worthy of devoting time and energy on the job; to assure them it is a privilege as part of the household registration officers and finally keep and retain them in the household registration office.

組織承諾（Organizational Commitment）是一種態度，不但影響員工對組織投入的強度（Steers,1977），也是個人對組織的聯結關係代表 (Sheldon,1971)。在1980年代，組織承諾即成為台灣組織行為研究的流行議題，頗受研究者的關注。而組織公民行為(Organizational Citizenship Behavior/OCB) 更自1983 年起，已經成為研究者關心的重點（Bateman & Organ,1983）。目前學界已普遍地認為組織的成功必須依賴員工主動地付出一些職責之外的正面行為，透過奉獻、助人、主動建議等組織公民行為的展現，組織才得以彰顯其所欲之目標（Organ, 1990）。而OC與 OCB二者均屬於組織員工之「態度」與「行為」層面，並為組織運作良窳的核心之一。據此，攸關政府組織機能運作核心「公務人力」態度及行為的組織承諾對組織公民行為之影響為何？即為本研究之主要動機。 本文係以我國訓練機關為例，由中央及地方政府，各擇取具代表性訓練機關共六所之所屬正式職員為研究對象，並採文獻探討法及問卷調查法作為研究工具。 本研究結果發現，訓練機關人員對於組織承諾的認知情形，在整體「組織承諾」及其構面，皆有七成以上的認同，顯示人員對訓練機關認為是值得努力及付出，並願意繼續留在該機關服務；訓練機關人員對於組織公民行為的表現情形，在整體「組織公民行為」及其構面，皆有七成以上的認同，顯示訓練機關是一個同事間相處融洽的單位，人員實質感受有所助益，具有正面的意義；訓練機關人員之組織承諾對組織公民行為具中度影響力。 面對未來全球化的挑戰，組織要有能力利用最有限的資源，來創造最有效的價值，端賴具備高度組織承諾感與組織公民行為之員工，他們會自覺與組織休戚與共，願意在組織中奉獻心力，並共同為組織願景努力。本文亦從研究結果發現提出對於訓練機關人力資源發展之策略建議，俾提供參考。 關鍵詞：組織承諾 組織公民行為 訓練機關 / Organizational commitment is an attitude. It not only affects the intensity of the involvement of the employees, but also represents the relationship between individuals and organizations. In the 1980s, organizational commitment was a hot issue in the field of organizational behavior study in Taiwan. Besides, scholars have put emphasis on organizational citizenship behavior since 1983. The academic circle agrees that the organizational success depends on whether the employees can provide positive behaviors beyond their duties spontaneously. Organization objectives can be manifested by means of organizational citizenship behaviors such as dedication, helping, and active suggestions. Organizational commitment and organizational citizenship behavior both belong to the level of “attitude” and “behavior” of the employees. They are the core elements of organizational operation. The motive of this study is based on what effect upon organizational citizenship behaviors can be caused by employees’ organizational commitment. The subjects of this research are the civil servants from six training agencies pertained to the Central authorities and Local goverment. This research adopts the Document Analysis and Questionnaire Survey to collect the data. The empirical results show that the employees from the training agencies identified themselves with more than seventy percent of the conception of organizational commitment. This result represents that the employees are willing to stay and serve in the same agencies. The empirical results also show that the employees identified themselves with more than seventy percent of the conception of organizational citizenship behavior. This result represents that the agencies are organizations within which colleagues get along with each other harmoniously. Employees believe that working in the organization is helpful and meaningful. The organizational commitment of the employees in the training agencies has moderate influence on organizational citizenship behavior. Confronted with the challenges of the globalization, the organizations have to take advantage of the limited resources to create the most valuable outcome. Employees with high sense of organizational commitment and organizational citizenship behavior will regard themselves as dedicators and volunteers in the organizations. They will strive to achieve the vision of the organization. On the basis of the research findings, this study also provides strategic suggestions of the human resources development for the training agencies. Keywords: Organizational Commitment, Organizational Citizenship Behavior, Training Agency

published_or_final_version / Social Service Management / Master / Master of Social Sciences