The stress-strain relationship has been the mainstream of the occupational stress research. The stressor-strain relationship is the very definition of occupational stress; stress in the work environment cause individual strain (e.g., anxiety, depression, and burnout). According to recent research, people tend to appraise stress as potentially promoting their personal growth and achievement (i.e., challenge stress) should be distinguished the stress from people tend to appraise stress as potentially constraining their personal development and work-related accomplishment (i.e., hindrance stress). These two types of stress are differentially associated with affective and behavioral responses. Moreover, the scholars argued that the next step for work stress research should move to investigating variables that moderate the stress, strain, and work outcomes relationship. Literature reviews show that numerous researches argued that job control is an important environmental moderator that has received special attention in the occupational stress literature. However, the moderating effects are much more inconsistent. As scholars suggested self-efficacy is a theoretically important attribute of individuals in job strain that is believed to have a stress-buffer effect of job control on psychological well-being. In other words, self-efficacy may have the conjunctive moderating effect with control on the relationship between stress, strain, and outcomes. The present research aims to study the relationship between challenge-hindrance stress, burnout and affective commitment, and the role of environment- and individual-related resources (i.e., job control, self-efficacy as possible conjunctive moderating factors between stress and its effects on burnout and affective commitment). The participants of this study were 435 governmental employees of the Customs Office. The data were collected as a two-wave study with a six-month time lag in order to diminish the effects of common method variance. The results demonstrated as follows: 1. Challenge stress is positively associated with emotional exhaustion, and does not significantly associate with cynicism and affective commitment. Hindrance stress is negatively associated with affective commitment, and does not significantly associate with burnout. 2. Job control has the moderating effect on the relationship between challenge stress, cynicism, and affective commitment. 3. Job control and self-efficacy played as the conjunctive moderators on the relationship between challenge stress and burnout.

Abstract High-tech manufacturing industries face shorter product life cycle increasingly. Application of new technology is also changable. Organizations need to have the characteristics of flexibility and quick response. With the international competition environment, organizational change will become normal in business management practices. Organizational change management becomes a very important issue of the overall business operation. The excellent technicians of high-tech industry are the key indicators of competitive advantage. How to play and enhance the efficient technical staffs, and create other related performance issues will be discussed. Therefore, the study aims to review literature, survey, collect and analyze relevant information on the view of human capital development. This study has explored the relationships of organizational change, job satisfaction, and job performance of the technical staffs in the changes environment. In addition, the study also explored the perceived organizational support of the technical staffs as a moderator between the organizational change perception and job satisfaction. For the purposes of the study, the questionnaire survey was conducted for the employees of the C electronic company technicians, where the job performance questionnaires were designed for pairs of supervisor and technician. A total of 61 supervisor questionnaires and 287 staff questionnaires were returned. The results of this study are as follows: 1. Technicians¡¦ organizational change perception is positively and significantly affected their job satisfaction. 2. Technicians¡¦ job satisfaction on their job performance is not significant. According to the previous studies, there is an unstable relationship each other. 3.Technicians¡¦ perceived organizational support does not have significant moderating effect between organizational change perception and job satisfaction.

The implementation of the National Health Insurance System in 1995 effected severe repercussions in the medical environment. Provisions defined under the new law saw to the incorporation of market prices of and volume of the medical service into management, creating a consequential stiff competition among medical institutes. Moreover, the increasing self-awareness of the public and widespread information through the Internet had put the medical institute staff under greater pressure, work anxiety, and fatigue. To some extent, the problem resulted in the resignations and permanent career changes of medical employees; these turnover tendencies resulted in a serious professional manpower shortage in the medical industry. Hence, the objective of this paper is to understand the impact of the job anxiety of medical institute staff on their satisfaction levels and turnover intention, and verify through the moderating effect of perceived organizational support whether job anxiety may affect the job satisfaction and turnover intention of the staff. This paper conducted a case study on the staff of a regional teaching hospital. Data were gathered through a questionnaire survey. A total of 851 questionnaires were distributed and 566 were recovered; valid questionnaires numbered 564. The empirical analysis revealed the following findings: 1.A significant difference was noted in the basic personal traits of the medical institute staff in the various research variables. 2.Job anxiety of the medical institute staff had a significant negative correlation with the job satisfaction. 3.Job anxiety of the medical institute staff had a significant positive correlation with the turnover intention. 4.No moderating effect was noted on the correlation between the perceived organizational support of medical institute staff and their job anxiety and job satisfaction. 5.No moderating effect was noted on the correlation between the perceived organizational support of medical institute staff and their job anxiety and turnover intention.

The study investigated the relationship among supervisor's job insecurity, job stress, abusive supervision, employee¡¦s job engagement and innovative behavior. The author distributed 90 questionnaires for supervisors and 270 questionnaires for employees who work in research and development department. In all, questionnaires were completed by the 83 supervisor and 133 employees and analyzed by factor analysis, internal consistency analysis, regression analysis and path analysis to measure the relationship among the constructs. Research results found that: (1) Supervisor¡¦s job insecurity and work stress was positively related to employee¡¦s perception of abusive supervision. (2) Employee¡¦s perception of abusive supervision was negatively related to their job engagement. (3) Employee¡¦s job engagement was positively related to their innovative behavior. The results provide an idea that encourages researchers to explore other possible factors which cause abusive supervision in the future.

The purpose of this study is to integrate the past studies of the consequences of emotional labor via meta-analysis. We tested the relationships between emotional labor, job pressure, job attitudes, and job performance outcomes. Besides, we analyzed the effects of three potential moderators on above relationships: service categories (service relationship/service encounter) and sources of performance ratings (self-rating/ independent-rating). We included 31 independent studies in our meta-analysis and applied Hunter & Schmidt¡¦s (2004) approach to calculate the effect size for testing our hypothesis. Results revealed that surface acting was positively related to emotional exhaustion and negatively related to organization commitment. In addition, deep acting was positively related to job satisfaction, organization commitment and service performance. Finally, Service categories moderated the relationships between surface acting, job satisfaction and service performance. Implication for practices and suggestion for future research are also discussed.

The Relationships of Career Development, Job Satisfaction, and the Objectives of On-job Continuing Study of the Employees ¡V A Case Study of Iron & Steel Industry Abstract Iron & steel Industry, the basic industry of a country, which is closely related to economic steadiness and defense independence, is known as ¡§the Mother of Heavy Industry.¡¨ However, owing to the striking changes of the industrial structure in the recent years, employees must endeavor to life-long learning on their own initiatives, and enhance their career competitiveness by talents transition so as to seek for more opportunities for suitable jobs and growth in the career life. The purpose of this study is to have a further understanding of the influences of the career development phase, job satisfaction, and continuing study objectives of iron & steel industry employees on different personal variables, as well as their interrelationships, in the hope of providing the findings of this research to the iron & steel industry as the reference for the follow-up plan of education training or personal life-long learning in enhancing the job satisfaction of the employees and human resources qualities. This research is grounded on the theoretical basis derived from related literature. Then, questionnaire investigation is adopted with the employees of the manufactures affiliated to Taiwan Steel & Iron Industries Association taken as the targets, and 650 employees for sampling survey. The number of valid questionnaires obtained is 433. The followings are concluded after conducting quantitative analysis in statistic method with the information obtained. 1. Most of the employees of the iron & steel industry are in the phase of growth enhancement and mature development. 2. The division of the career phases of the employees in the iron & steel industry is not limited to age and seniority, but related to the personal variables including gender, education, marriage status, position, etc. 3. The job satisfaction of the employees in the iron & steel industry is only in the level of ¡§fair.¡¨ Especially, most of the employees are not satisfied with the aspect of ¡§administrative supervision.¡¨ 4. Continuing learning is highly demanded by the employees in the iron & steel industry. 5. The employees in the iron & steel industry pursue for continuing study with many-sided objectives which may differ because of various personal backgrounds. The objectives of ¡§expansion in social contacts¡¨ and ¡§opportunity for career change¡¨ are the most agreeable objectives, while ¡§evasion or excitement¡¨ is the least agreeable one. 6. The perceptions of job satisfaction are related to the career phases of the employees. Especially, the phase of ¡§mature development¡¨ and the job satisfaction in every perspective are positively interrelated, while the phase of ¡§frustration and decline¡¨ and the job satisfaction in every perspective are negatively related. 7. Mostly, the objectives for employees to pursue for continuing study are not resulted from the influence of job satisfaction. Only the satisfaction with ¡§task content¡¨ and ¡§administrative supervision¡¨ has a cause-and-effect relation with the objective of ¡§the expansion of social contacts.¡¨ 8. Career development phase may lead to different objectives for the employees to pursue further learning. Key words: Career Development, Job Satisfaction, Objectives of On-job Continuing Study.

A service career is a distinctive vocation. Not everyone can fit into a regulated stressful life. The high turnover rate in the military stems from the majority of military officers leaving the service after their initial tenure. This study attempts to clarify a vague picture, producing higher job satisfaction while obtaining the correct personal type for a military environmental fit. Providing proper training with career planning will stimulate the willingness to stay in the military. Higher job satisfaction must be produced through proper career arrangement for each officer. This would help lower the turnover rate. Therefore, placing everyone in the best position, to gain the best beneficial result for the military, is the most important goal. The objectives of this study are as follows:(1) Determine how gender interferes with the relationship between job congruence and job satisfaction. (2) Discuss the relationship between job congruence and job satisfaction. (3) Determine if job congruence affects job satisfaction based on personality type. The sample in this study included lining-officers and professional-officers. Four hundred eighty-six subjects were selected as the study sample. The instruments used in this study were the Self-Directed Search (SDS, Holland, 1973) and Job Descriptive Index (JDI , Smith, Kendall & Hulin,1969; revised by ZHENG, BO-XUN,1977). Job congruence was obtained by comparing the Holland's six personal types (including Realistic, Investigative, Artistic, Social, Enterprising or Conventional) with the environment type. Personal types were measured using the SDS scale. Job satisfaction was measured using the JDI scale, divided into five categories including: work, salary, promotion, supervision and co-workers. Six categories were used to determine overall job satisfaction. The study results are as follows: (1) Different job congruence and job satisfaction relationships exist for men and women; (2) Years of service differences ,so as job congruence will be; (3) The relationship between job congruence and job satisfaction has a positive correlation; (4)¡¨Gender¡¨ is the moderating variable among the job congruence and job satisfaction relationship (5) A more differentiated person would have a positive correlation between job congruence and job satisfaction. The sample exhibited strong evidence verifying Holland¡¦s ¡]1973,1985,1997¡^ theory under each condition: The sample was divided into two groups to determine the more differentiated group and the relationship between job congruence and job satisfaction. Job congruence was obtained using RIASCE instead of the RIASEC personal types.

In our country, military is becoming the frame of ¡§Consistent Authority and Responsibility¡¨ and ¡§Professional Department¡¨ due to the military downsizing trend and, besides, the situations between Taiwan and Mainland China--- As a result, we reduce the army personnel number down to 380 thousand members. The sample consisted of 368 officers & sergeant selected from the military. The data were analyzed by applying statistical methods, including factor analysis, reliability, one-way ANOVA, correlation and regression. Training transfer moderated the relationship between downsizing and job involvement, and got the important discoveries are stated separately as follows: 1. From our questioned officers & sergeant, they are not identified with the organization downsizing. National Defensive Department should take this seriously to figure ways out to lift army morale. 2. The different individual variables to downsizing consciousness, job involvement, job satisfaction and training transfer comes out a partly remarkable discrepancy. 3. Downsizing consciousness, job involvement, job satisfaction and training transfer reveals outstanding positive relation. 4. The interaction of efficiency changed consciousness and training transfer interference effect to the identification of job significance.

Since the deregulation of the telecommunication industry, our company has been confronted with various internal as well as external challenges. Externally, we are facing an ever-competitive market, which resorts to endless price-cutting as a business tactic. As a result, not only that we have lost market share of customers, but the profit margin has steadily deteriorated. Internally, we are challenged with an aging workforce, whose mentality is ill-adjusted for the ferocious competition industry-wide. Some employees are plagued with low moral, due in part to the uncertainty about the company¡¦s privatizing status. The net result is a clear adverse effect on the overall productivity output of our company as a whole. Despite the efforts put forth to motivate our employees, the outcome is nowhere near our expectation. This ineffectiveness, ironically is due to a combination of job security, comfortable work atmosphere and above-average wages. Our management must investigate the employee mentality in depth, so that effective motivation measures can be undertaken. The endeavor is absolutely required to promote work ethics and improve the company¡¦s competitive edge. We have recently conducted a written survey, which is aimed primarily to determining employee job satisfaction. As a part of the survey analysis, we also intend to compare job satisfaction between employees of internal and external responsibilities. The survey reveals above-average satisfaction toward teamwork, individual work, wages, collegiateship and direct supervisorship. The only below-average satisfaction rating fell into the category of rank promotion. The survey also indicates that job satisfaction differs between genders and employees of different responsibility areas. Other than gender and job nature, all employees showed insignificant differences in job satisfaction. Further, the survey reveals that (1) intrinsic motivation and cognition of equity significantly affect employee job satisfaction of both the internals and the externals, the effect being more prominent with the internals (2) extrinsic motivation shows no effect on job satisfaction in either the internals or the externals. Suggestions to the company¡GPrior to privitization, it¡¦s essential for the company to consider two factors that apparently contribute to job satisfaction, i.e., intrinsic motivation and cognition of equity. The company should implement a motivation system with appropriate measures to improve job satisfaction and work moral. These measures, as successfully employed by private sectors of the industry, may include commission, dividend and equity sharing.

The human resources are the enterprise sharp weapons to make a profit with continue sustainable development. Generally speaking of business management, the excessively high turnover will drain the enterprise of its experienced labor force; will increase the expense of recruitment and training; will cause the staff that remain in office despondency, even can create the insufficient manpower phenomenon. But speaking of the Taiwan area large-scale traditional industry and the state-run enterprise units, the common ground is the turnover is excessively low, the organizational manpower structure gets older day by day, also its average age mostly surpasses above 40 years old. On the empirical verification, this study research by aims at the large-scale institution, attempts to understand senior staff's all kinds of working situation, including job stress, job satisfaction, organizational commitment and others construction surface, and probed the correlation among. Furthermore, this study to be aimed at individual characteristic and self report items probing into the influence of intention to early retirement and acceptances early retirement incentives, whether has reveals the significant difference or not? So as to aim at the reasons of the influence senior staff retires and acceptances of early retirement incentives as the further research. This study shows some results as follows¡GThe senior staff in the case company (1) Revealing the remarkable of correlation among the job stress, job satisfaction, and organizational commitment. (2) Revealing the remarkable influence between early retirement and job stress, job satisfaction, and organizational commitment, as well as some self report items. (3) Revealing the remarkable of difference between parts of the individual variables to job stress, job satisfaction, and organizational commitment to intention to early retirement as well as acceptances of early retirement incentives and so on.