In order to survive in the competitive environment and keep substantial development for business, more and more organizations pay attentions to the concept that human beings are the important capital in the organizations. In this case, trying to understand and improve employees¡¦ satisfaction and need, and keeping a good relationship with employees to improve employees¡¦ productivity are the very important issues today for many organizations. Salespersons, who act as the organization impression, and responsible for sales performance and business target, do play a very important role in an organization. Accordingly, how to motivate salesperson to achieve organizational business target is undoubtedly important today. Besides improving salespersons¡¦ professional competence, the leadership style of line managers is thought to significantly influence the salespersons¡¦ performance. The leadership style of line managers, is the independent variable, job performance as dependent variable, and job satisfaction and organizational commitment are moderators in this study. Accordingly, we are going to discuss the relationship between leadership style of line managers and salespersons¡¦ performance. Moreover, the mediating effect of job satisfaction and organizational commitment between leadership style of line managers and employees¡¦ performance will be analysed in this study. The result is stated as below: 1. The relationship between leadership style and salespersons¡¦ job performance: First, the result indicates that the transformational leadership of line managers is positively related to the salespersons¡¦ job performance, which implies the higher level of transformational leadership the line managers have, the higher level of job performance the salesperson can reach. Second, the result indicates that the contingent reward leadership of line managers is positively related to salespersons¡¦ job performance, which implies that the higher level of contingent reward leadership the line managers have, the higher level of job performance the salesperson can reach. 2. The mediating effect of salespersons¡¦ job satisfaction between the leadership style of line managers and salespersons¡¦ job performance. First, the salespersons¡¦ job satisfaction mediates the relationship between line managers¡¦ transformational leadership and salespersons¡¦ job performance. Second, the salespersons¡¦ job satisfaction mediates the relationship between line managers¡¦ contingent reward leadership and salespersons¡¦ job performance. 3. The mediating effect of organizational commitment between the leadership style of line managers and salespersons¡¦ job performance. First, the salespersons¡¦ organizational commitment mediates the relationship between line managers¡¦ transformational leadership and salespersons¡¦ job performance. Second, the salespersons¡¦ organizational commitment mediates the relationship between line managers¡¦ contingent reward leadership and salespersons¡¦ job performance.

In the development of knowledge economy, knowledge is recognized as the most important resource for enhancing or sustaining competition advantage. It is also a key factor for maintaining the long-term success of organizations. The beginning and an important stage of knowledge management is knowledge sharing which is the key to organization creation, learning, performance, and the prediction of successful knowledge management. It will increase the accumulation of organizational knowledge and advance the organizational ability. Knowledge management is traditionally dominated by the viewpoint of information technology. Researchers have emphasized the importance of information technology infrastructure and application in knowledge delivery. However, while explicit knowledge sharing is depended on the utilization of information technology, studies also indicated that tacit knowledge sharing is mainly depended on informal interaction between co-workers¡¦ emotional and the degree of trust. Drawing on the perspective of social exchange theory, this research considers knowledge sharing as a social activity which is an exchange relationship between knowledge contributors and knowledge recipients¡]refer to team-member exchange, TMX¡^. In addition, the interaction between knowledge contributors and knowledge recipients is affected by the relationship between organization-member exchange¡]OMX¡^and leader-member exchange¡]LMX¡^. Therefore, this article investigates the factors which affect the willingness of knowledge sharing by considering the interaction and exchange relationship among individuals and organizations, managers, and other members in organizations. The individual and organization exchange relationship includes the challenging job characteristic and incentive system which provide by the organizations to motivate employees¡¦ knowledge sharing. Moreover, the inter-personal social exchange includes the interaction between co-workers and the interaction between individuals and managers. Employees would share their knowledge if they perceived the benefit of the interaction (either intrinsic or extrinsic) exceeded the cost (losing the power of holding the critical knowledge) of sharing the knowledge. This research investigated how organizational factors (including job characteristics and incentive system), inter-personal factors (including trust and social support between co-workers and leader-member interaction), and team commitment effect the willingness of knowledge sharing. Further, the article also took the team commitment as the mediator and the account of the knowledge characteristics (both importance and taciturnity) into consideration as the moderators. The hypotheses were tested using a sample of R&D team members who work at Hsinchu Science Park or Southern Taiwan Science Park. The twenty-eight technology firms were selected using convenience sampling. Out of the 1,220 questionnaires had been sent, the 650 of them were completed. The data were tested using one way ANOVA, correlation, and hierarchical multiple regression. The results indicated that organizational factors, inter-personal factors, and team commitment have positively related to the willingness of knowledge sharing. The team commitment fully mediated the relationship between willingness of knowledge sharing and incentive system, and leader-member interaction. The team commitment partially mediated the relationship between willingness of knowledge sharing and job characteristics, and co-worker interaction. In addition, the article also found that job characteristics, co-worker interaction, leader-member interaction, and team commitment were more strongly, positively related to the willingness of knowledge sharing when knowledge importance and taciturnity were being driven.

Abstract The advent of knowledge economy era signifies the importance of knowledge, and knowledge management is drawing great attention. The success of knowledge management depends on the willingness of employees to share knowledge. This research studies whether organization support and social support will affect employee's commitment to organization, and whether more commitment will make employees more willing to share knowledge for the benefit of the organization. Furthermore, this research will verify the mediating effect of organizational commitment on the interaction among organization support, social support and knowledge sharing willingness. This research uses questionnaires for experiment and verification, total 550 questionnaires are sent to traditional manufacturer and communication service companies located in Southern Taiwan, which are randomly selected from the top 1000 manufacturers and the top 500 companies according Business Week 2006, and 486 questionnaires returned. The effective questionnaires return rate is 88.4%. The results of this research is following: (1) The profession support and mission support had positively effect to the organization commitment, and the first had more effect than the second. (2) In the society support, the emotional support and the tool support had positively effect to the organization commitment, and the first had more effect than the second. Also the supervisor's support had more effect than the family and friend's support. (3) In the organization commitment, emotion had positively effect to the knowledge sharing willingness, but the persistent promise did not. (4)The supervisor and senior employee had more organization commitment and knowledge sharing willingness than other employees.

Abstract This article brings together some themes in organizational behavior: (1) the application of ¡§Q-sorts¡¨ approaches to assessing person-organization culture fit. (2) Analysis of interaction in no-turnover intention with person-organization culture fit. (3) Analyses of interaction in no-turnover intention with organization commitment and job satisfaction. Using data from employees of Chinese Petroleum Corporation in Taiwan. We used an instrument for assessing person-organization culture fit. The instrument is Organizational Culture Profile (OCP). Results indicated that no-turnover intention was predicted by person-organization culture fit, Organization commitment and job satisfaction, And also by their demographic similarity of age, curriculum, job position, family etc. But have negative relationship with educational level. Finally, results suggested the top management of CPC. They can create some good culture for competition in business, than manage most employees of CPC keeping in low turnover intention by good level of person-organization culture fit.

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With the intensified competition in the world¡¦s economy, the globalization of business has become the only way to ensure its growth. At the same time, expatriates actually play a very important role. Moreover, as global operations increase, so does the emphasis on adaptability outside the home country for expatriates. Experience has indicated that the problem of adaptability for expatriates is Work-Family Conflict. The fact reveals the important of research on expatriate¡¦s leadership and effectiveness. Over the last decade and a half, transformational leadership with its emphasis on vision, development of the individual empowerment and challenging traditional assumptions has become a popular model of leadership in business organizations. It means that transformational leadership in organizational settings has undergone a significant evolution in terms of both theory development and empirical investigations. In the area of transformational leadership, much attention has been given to Bass and Avolio¡¦s research. Bass and Avolio proposed that transformational leadership comprises four dimensions ¡V the ¡§Four I¡¦s¡¨ ¡G1.Charismatic Leadership 2.Inspirational Motivation 3.Intellectural Stimulation 4.Individualized Consideration. Transformational leadership is different from the traditional command-and-control approach (transactional leadership). Transactional leadership is based on bureaucratic authority and legitimacy within the organization. Transactional leaders emphasize work standards and task-oriented goals. In addition, Transactional leaders tend to focus on task completion and employee compliance, and these leaders rely quite heavily on organizational rewards and punishments to influence employee performance. On the other hand, transformational leaders motivate followers by appealing to higher ideals and moral values. Transformational leaders must be able to define and articulate a vision for their organizations, and the followers must accept the credibility of the leader. In the managerial practices, a transformational leader must: 1.Setting a good personal example, move quick and decisively. 2.Develop and communicate a vision and a plan. 3.Releasing the potential of everyone involved in the change to help them to rise to the challenge. 4.Create productive working conditions, provide employees continuous skill development and encourage them rapid learning and adaptation. Another important article of organizational behavior is organizational commitment. Organizational commitment has been seen as one of the most important variables in the study of management and organizational behavior in the last three decades. One of the key reasons is that organizational commitment is highly correlated with turnover intentions, which have an important effect on employees¡¦ behaviors. Therefore, both organizational commitment and turnover intentions are important employee attitudes in maintaining a productive workforce. In addition, many researches have indicated that job satisfaction and organizational commitment are all significant correlates of organizational citizenship behavior. Today¡¦s competitive business environment demands employees who are good citizens- individuals willing to extend themselves to help coworkers and their employers. Organizational citizenship behavior is expressed in actions that show an unselfish concern for the welfare of others. A recent study found that the extent to which employees engage in ¡§good organizational citizenship behavior¡¨ is just as important as their productivity in advancing their careers. Good behavior includes: 1.altruism 2.courtesy 3.civic virtue. In this study, we use transformational leadership as independent variables, organizational commitment as intermediate variables and organizational citizenship behavior as dependent variables. The purpose of this research is mainly to find out the relationship and difference among transformational leadership, organizational commitment and organizational citizenship behavior. Using a sample of multinational companies who have subsidiaries operating in Taiwan, we test a set of hypotheses among the variables. Then, the effective questionnaires have been analyzed by factor analysis, descriptive statistics, analysis of variance, and Pearson correlation. The results of this research indicated that: 1. Individual variables do have significant difference on transformational leadership, organizational commitment and organizational citizenship behavior. 2. Transformational leadership has positive relation with organizational commitment. 3. Transformational leadership has positive relation with organizational citizenship behavior. 4. Organizational commitment has positive relation with organizational citizenship behavior. 5. Transformational leadership and organizational commitment have positive relation with organizational citizenship behavior. The organizational commitment is the important key to enhance the positive relation between transformational leadership and organizational citizenship behavior. According to the results, some suggestions are made for both industries and further researchers in this field. 1. To the industries: Leaders must emphasize the transformational leadership¡¦s skill, in order to increase employees¡¦ organizational commitment and present organizational citizenship behavior. 2. To the further researchers: ¡]1¡^To research the relationship between ethics and transformational leadership. ¡]2¡^To research the relationship and difference of cross-culture among transformational leadership, organizational commitment and organizational citizenship behavior. Key word: Expatriate, Transformational Leadership, Organizational Commitment, Organizational Citizenship Behavior.

Abstract After operate The National Health Insurance policy, every hospital focused in decreased cost to improve profit. The nursing staffs become the main target to lower staffing cost¡Aso recruited the flexibility in nursing manpower followed. This study focuses to investigate a hospital how to utilize different working status nursing staffs and analysis they in organization commitment¡Bjob satisfaction and performance. The results are as follows¡G The nursing staff's age mostly range between 21-25, mean working years is 6.45. In functional flexibility, the formal staff is the first member to transfer place. In number flexibility, the hospital recruited contingent workers to resolve the manpower shortage. In time flexibility, part-timers could fit the vacancy in manpower of numbers and some intervals times. Estimate the cost¡Gthe part-timers part could save about NT$ 2 million dollars per year, but the temporary-contract part paid more around NT$1 million dollars in recruitment. The part-timers in moral commitment, calculative commitment, working condition and performance are below than the formal staffs. In educational level, the occupational staffs are higher than the university level staffs, but no different about job satisfaction. In married status, unmarried workers are lower than the married employees. Over 40 years old workers in many parts are higher than the 25-29 years old. More than 20 working years staffs compare with 3-5 years shows different results. The regression model exhibits formal staffs, higher supervisor ability and lower working condition then the working performance is high. Calculative commitment is different from many other parts. Total accident events and working status shows significant difference. The fall event and working status, age also have significant difference. According to the above results, this study suggests the consideration about cost, when the hospital hire the contingent workers, it still need to provide enough on-job training opportunity and other relative procedures then could maximum the efficiency of the flexibility utilization in manpower.

Abstract Over the past decades, with different theories of personality, many scholars had attempted to explore the relationship between personality traits and job performance. Though plenty substantial conclusions were inducted; however, a systematic integration is still required. Not until 1990s, academics, such as Digman, Hough, John and Kamp began to organize and review the past related study and proposed a milestone theory called "Big Five", which provides a specific direction for recent empirical research and study to follow in. This research cooperated with Chunghwa Telecom, which transformed from a government organization into a company system and therefore emphasized on the service and achievements of sales department to meet strong t competition. Looking back to the concerning researches about sales personnel management; the personality traits of sales personnel were highly emphasized by supervisors in the selection and administration of sales personnel. When observing the qualities of sales careers, the activities of sales are considered getting involved into frequent personal interaction and acting with independence. There's no direct relationship between job description, performance evaluation and the behaviors which are performed actively by sales staffs and can benefit customers, colleges, supervisors and organizations. Researcher believes that successful performance evaluation should stress on not only productivity evaluation but also Organizational Citizenship Behaviors to elevate the overall effectiveness and efficiency of organization. This research took 218 sales personnel in Chunghwa Telecom as the study object, attempted to construct the influencial model of salesperson's personality traits and OCB with LISREL, as well as to examine the intermediary effect in this model. The result shows personality besides directly effects Organizational Commitment and OCB, it also influences OCB through Organizational Commitment. The goodness-of-fit to structural equation model is acceptable. Expecting the result of this research reminds administrators pay much attention to the relationship among Personality, Organizational Commitment, Organizational Citizenship Behaviors of sales personnel and in addition, provides a profound and significant logic for enterprises in the selection and administration of sales personnel. Keywords: Big Five, Personality, Organizational Commitment, Organizational Citizenship Behaviors

This research report is focused to study of what influences of the service industry with the Educational Cooperative Suport System on employee¡¦s organizational commitment and trend of turnover. 1. What are influences of those interfering variances of characteristics (including external control character and internal control character) as well as individual variance (e.g. gender and age) on employee¡¦s organizational commitment and trend of turnover? 2. What are influences of situational interaction on employee¡¦s organizational commitment and trend of turnover? This research report is investigated within the scope of schools with 511 Model Educational Cooperative (including National Taipei Institute of business Technology, Jin Wen Institute of Technology, Van Nung Institute of Technology and Fortune Institute of Technology) and their students. Based on the expediency sampling theory, 538 (equiv. To 59.8%) out of 900 copies of the Questionnaire sent to the above-mentioned four schools, were received. Deducted from those blank and/or incomplete ones, 226 copies are effective (42% to total replies and 25.1% to total issuance). It is found out that: 1.Main influence on those service industries with the Educational Cooperative Suport System: The more pay supporting and career plan, the more organizational commitment (including recognition and centripetal force). The more pay supporting and technical training, the less trend of turnover. 2.Influence of those interfering variances of characteristics and individual variance: Based on analysis of regression, it is verified that to those employees with low external control character, the more pay supporting and career plan, the more organizational commitment (including recognition and centripetal force). To those senior employees, the more pay supporting, the less trend of turnover. 3.Influences of situational interaction: 1.1 Recognition to the organization 1.1.1 With interaction of the ¡§Educational Cooperative Suport System¡¨ and ¡§external control character¡¨, it is appeared that negative impact on ¡§pay supporting¡¨ and ¡§external control character ¡¨ (b=¡Ð0.04, p<0.05). 1.1.2 With interaction of the ¡§Educational Cooperative Suport System¡¨ and ¡§internal control character¡¨, positive impact upon ¡§career plan¡¨ and ¡§internals control character¡¨ (b=0.03, p<0.1) were found out. 1.1.3 With interaction of the ¡§Educational Cooperative Suport System ¡¨ and ¡§internal control character¡¨, there was positive impact on ¡§pay supporting¡¨ and ¡§internal control character¡¨ (b=0.06, p<0.1). 1.2 Centripetal force to the organization: With interaction of the ¡§Educational Cooperative Suport System¡¨ and ¡§internal control character¡¨, it is appeared that negative impact upon ¡§technical training¡¨ and ¡§internal control character¡¨ (b=-0.04, p<0.1). 1.3 Trend of resignation: With interaction of the ¡§Educational Cooperative Suport System¡¨ and ¡§external control character¡¨, a negative impact on ¡§career plan¡¨ and ¡§internal control character¡¨ (b=-0.04, p<0.1) was found out.

Abstract In the recent years, hypermarkets in Taiwan became already the main places that the consumers purchase articles for daily use. During the depression, it is very fierce that variations and competitions between the hypermarkets. The leading-brand hypermarkets still to expand their new stores in this year, but they placed the focus to increase the differences of their products and services with others, rather to compress the existing space between competitors through the price war. The study is at background of the hypermarkets, when they would like to consider the differences of services as their principal marketing tactic, whether they perceived already the employees, who possess service consciousness and customer-oriented behavior, are the key points to operate successfully. In the hypermarkets where the employees contact frequent- ly with the customers, service quality is very close to the quality of employees. One of the main purposes of this research is to discuss what factors to affect the Customer-Oriented Behavior in the hypermarkets. Therefore, I choose the employees from a famous hypermarket, located in central Taiwan, as object of the study, in order to understand the relations between ¡§Internal Marketing¡¨ and ¡§Customer-Oriented Behavior¡¨ of employees. Then to adulterate again with ¡§Organizational Commitment¡¨ as an intervening variable, in order to demonstrate clearly whether¡¨ Internal Marketing ¡§would affect ¡§Customer- Oriented Behavior ¡§or not by the intervening variable. The study finds the followings: 1. Internal Marketing affects positively on Organizational Commitment. 2. Organizational Commitment affects positively on Customer-Oriented behavior. 3. Internal Marketing affects positively on Customer-Oriented Behavior. Internal Marketing can also reinforce indirectly its influence on Customer- Oriented Behavior through the mediator of Organizational Commitment, the managers should also concern with the mediator, so as to make sure the Customer-Oriented Behavior will perform.