The recruit and the selection is the foundation of all the Human Resource Management. Quality Human Resource can increase the total benefits of the enterprise. However, the risk exists in all the selections of the employees. The enterprise must bear some losses if they hire an unsuitable new employee. Therefore, rehire become one of the recruit channels. This channel is worthwhile for many enterprises to adopt. It is not only save recruit cost, but also the during time of new employee adapt company culture and training cost. The other hand, the enterprise can avoid the resignation of new employee because of adapt not very well. It avoid the risk and cost of recruit again. This research collected the relevant information about the ex-employees to be employed again in different industries. The total samples are 231 pieces from 27 enterprises. The research probes: (1) Compared with the 1st employment have rehire employees get higher salaries and position, and work for their company longer ? (2) Will the working experience in the period of leaving of the rehire have higher salaries and positions ? (3) Will the different reason of reemployee of the rehire have different salary and position ? The result shows that the rehire¡¦s salary and position are higher than their 1st employment, and work their company longer than their 1st employment. If the rehire working during their leaving period, their salary are better than their 1st employment. The longer the leaving period is, the higher the salary and position are on their rehire. If the company reemployee the rehire initatively, their salary and position will higher than 1st employment. Finally, this research makes a concise and brief explanation to the research limitation, the future research direction and the suggestion to enterprises. Key words: rehire of ex-employee, recruit channel, performance and salary.

Summary Directed by Military Streamline Program, the missions and organization of Navy shipyards were undergone a great change in recent years. They were transformed from a ships maintenance facility into a district-liked Logistics Support Command. It not only repairs ships, but also takes care of security measurement and utility management that were once operated by Naval District. During the process of transform and changes, the employees and servicemen of the shipyard are playing an important role in transferring skills and assignments. But the inevitable impact and effects also greatly affected these people on every aspect. There are rare academic studies that focused on Navy logistics service personnel, especially on relationship among ¡§work quality¡¨ and ¡§organizational commitment¡¨. Due to these two factors are useful criteria to evaluate the performance of the streamline program. A further study can help to ease the impact on both organization and its people. The core missions of Logistic Support Commands are ships maintenance and repair that was inherited from the shipyards. The work force is mainly comprised by technical sergeants and civilian employee. Technical sergeants can be replaced through recruiting system, but civilian employee are no longer hiring. The aging and declining of work force would increase the workload and stress on existing person. The situation also greatly affects the quality and competence of Navy ships¡¦ maintenance capability. This thesis is to examine the impact on civilian employee of Logistic Support Command during the streamline process. It focuses on the relationship and affection between ¡§work quality¡¨ and ¡§organizational commitment¡¨ during this specified period. It also can present as an indication for planning department on next stage of streamline. The purposes of this research are to uphold employee¡¦s work quality while organizational commitments decreasing, to implement streamline program properly, to promote work effectiveness, and to fulfill mission adequately. The object of this research is civilian employee of Navy Logistic Support Command. There were total of 182 survey have been delivered, and 177 effective feedbacks were received. The analytical methods are factors analysis, descriptive statistical analysis, correlation coefficient analysis, and regression analysis. The outcomes of this research are: 1. Every factors of streamline process should positively connect to ¡§work quality¡¨ and ¡§organizational commitment¡¨, but ¡§group relationship¡¨ does not. 2. Employee who has more conscious about work quality; such as content, condition, and lifestyle of work, is more likely to remain in the organization and committed to it. 3. ¡§Organizational streamline¡¨ and ¡§organizational commitment¡¨ are positively correlated. The suggestions of this research are: 1. Design streamline program appropriately, and emphasize communication repeatedly. 2. Simplified operation process, and focused on work quality. 3. Encourage employee to life-long learning, diversify his own skill. 4. Persuade senior employee to stay longer, pass their techniques to fresh hands, and strengthen organizational commitment as well.

Under the context of rapidly-changing industrial paradigm, leaders face the critical issue of how to maximize the leadership efficacy to adaptto the new competition and market demand. Different leadership will contribute to different leadership efficacy, so leaders have to master and modify individual leadership style to create higher leadership efficacy. Since after 1980, the interest of academic world on leadership has been the new style of leadership, which covers transactional leadership, transformational leadership, charismatic leadership. Therefore, in this study, we adopted transactional leadership and transformational leadership to explore the interplay between employee work performance ad organization commitments. We personally distributed questionnaires to the shop managers and management trainees. 200 questionnaires were distributed and 195 pieces were returned, within which there were 188 valid responded questionnaires. The research finding was following: (1) Transformational leadership and transactional leadership both have positive effect over employee work performance. (2) Transformational leadership and transactional leadership both have positive effect over employee work performance. (3) Transformational leadership and transactional leadership both have positive effect over organization commitment.

Thesis (Ph. D.)--Ohio State University, 2008. / Title from first page of PDF file. Includes bibliographical references (p. 231-243).

Thesis (M.S.) -- Central Connecticut State University, 2009. / Thesis advisor: Xiaoping, Shen. "... in partial fulfillment of the requirements for the degree of Master of Science in International Studies." Includes bibliographical references (leaves 70-71). Abstract available via the World Wide Web.

Thesis (Ph.D.)--University of Texas at Arlington, 2009.

Thesis (M.S.)--Naval Postgraduate School, 2002. / Thesis advisor(s): William R. Gates, Shu Liao. Includes bibliographical references (p. 35-36). Also available online.

Thesis (M.S.)--Naval Postgraduate School, 2002. / Thesis advisor(s): Raymond Franck, James Barnard. Includes bibliographical references (p. 103-105). Also available online.

Thesis (Ph. D.)--Joint Doctoral Program in Educational Leadership (California State University, Fresno and University of California, Davis). / Typescript. Includes bibliographical references. Also available via the World Wide Web. (Restricted to UC campuses).

Thesis--Uppsala. / Summary in English. Includes bibliographical references (p. 200-210).