Thesis (Ph. D.)--Oregon State University, 1981. / Typescript (photocopy). Includes bibliographical references (leaves 83-90). Also available online.

Thesis (Ph. D.)--Ohio State University, 1981. / Includes vita. Includes bibliographical references (leaves 118-128). Available online via OhioLINK's ETD Center.

Thesis (Ph. D.)--University of Washington, 1983. / Vita. Bibliography: leaves [195]-220.

Primarily, this dissertation provides a critical text of the hexaplaric fragments of Job 22-42, which updates the previous editions of Field (1875) and Ziegler (1982), and which may serve as the fascicle for the second half of Job for The Hexapla Project. The critical text includes (1) extant readings of the Three, (2) Aristarchian signs' material, and (3) other materials usually related to the Hexapla. The project includes all relevant and available evidence from Hebrew, Greek, Latin, Syriac, and Armenian sources. Chapter 1 provides a summary of the history of the Hexapla and hexaplaric research. This chapter also presents the methodology for the project and an introduction to interpreting the apparatuses. Chapter 2 gives a full listing and description of the textual witnesses used for the project. These witnesses include the text groups of Ziegler's Edition, but, regarding the catena tradition of Job, this chapter provides an update to the status questionis by providing a brief history of the catena of Job in past hexaplaric editions and a new way forward. Chapter 3 provides the critical text. The Hebrew and Greek lemmas are listed first, followed by the hexaplaric attribution and lemma. All variants to the attribution and lemma are listed in the appartuses underneath along with editorial notes. Chapter 4 contains the readings that are of dubious significance for the Hexapla of Job. These readings are anonymous in the margins of manuscripts, which preserve hexaplaric readings and, therefore, they are included in this separate chapter. Chapter 5 gives a summary of the preliminary results of the project. This chapter focuses on those instances where Ziegler's Edition has been updated with regard to (1) new fragments and attributions, (2) revision of attribution and lemma, (3) revised attributions, (4) revised lemma, and (5) removed readings.

Most of the researchers have discussed the phenomenon of job quality from different perspectives in Customer Contact Center. The current study has highlighted this issue by investigating the relationships of job quality within the organization and the external world. The literature of the study thoroughly discussed the issue in a symmetric way. Further, the hypothesis has been developed on the basis of previous literature and theory. By considering the both employees and customer’s perspective, a dyadic approach has been selected. The primary data were collected with the help of two questionnaires. Three sample companies have been selected from Telecom Industry of Pakistan. Subsequently, the empirical data is presented and tested by using statistical software (SPSS). Finally, the hypotheses have been verified by using statistical tools. In concluding, a positive indirect relationship has been found among the variables of job quality and customer satisfaction. The contribution to study along with further research has been conferred.

No description available.

Work performance researches in the past ten years have been numerously conducted in Taiwan. Most of researchers use International benchmarking performance measurement with or without modifications. . Only few develop their own measurement based on the needs of Taiwan business organizations. My project focuses on the rebuild of performance evaluation program in the light of the employees in Taiwan enterprises considering the national conditions, culture, credibility and efficiency. This paper has studied the theories of Campbell(1990) and Borman & Motowidlo(1993) and developed a job performance evaluation form suitable for employees in Taiwan. A total number of 3000 copies of survey questionnaires were sent out. Out of this, 2779 were returned, representing a remarkable return rate of 92.63%. My performance evaluation matrix presents as below: 1. Task performance: Task performance involves official responsibility or the proficient of "technical core" of the activities in formal jobs and duties. Including 9 items. 2. Contextual performance: Contextual performance involves activities maintaining the environment that needs to exist to allow the technical core to operate. Contextual performance are activities such as: " Helping and cooperating with others. Following organizational rules and procedures even when personally inconvenient. Endorsing, supporting and defending organizational objectives." Including 9 items. 3. Job Positive: Job Positive involves measurement of positive personality, attitude and psychological environment of jobs and duties. Job Positive are activities such as: "Volunteering to carry out task activities that are not formally part of the job. Looking for a challenging assignment. Tackling a difficult work assignment enthusiastically and Voluntarily doing more than the job requires to help others or contribute to unit effectiveness." Including 4 items. Key words: Job Performance, Taiwan, Employee.

Abstract From related studies about volunteer in this country (Taiwan), the following problems are very obvious. They are high circulation of these volunteer and low sustenance of the serving effects. From these studies, we find that training might be one important factor to help the volunteer in the organization construct the work enthusiasm, matured skill, service ideas, and become a loyal employee in the organization. Therefore, this study aims to discuss the relationship between the volunteer of training and the degree of their job involvement. This study will be discussed from the following aspects. First, is training the major factor to affect the degree of job involvement? Second, is the degree of volunteer¡¦ job involvement affected by the attribution of the organization and volunteer¡¦ individual factors? Third, Do the attribution of the organization and volunteer¡¦ individual factors affect the degree of the effect that volunteer of training causes on the job involvement? In this study, data collection is by questionnaire. The subjects are from 250 nonprofit organization. 233 organizations enrolled in http://volunteer.nyc.gov.tw (the youth volunteer service net of the youth-guidance society) , and 17 organization in the Minitsry of the Interior One hundred organizations from the 250 are selected randomly. The questionnaires collected are from 996 volunteer belonging to 64 organizations. The effective questionnaires from nonprofit organization are 64, (64%). The effective questionnaires from volunteer are 982, (49.1%). The result of these questionnaires shows: First, The five characteristics of the organization, ¡§attribution of organization¡¨, ¡§degree of volunteers¡¦ job involvement¡¨, ¡§the installment of presidence¡¨, ¡§missions of the organization¡¨, and ¡§the operating method of the organization¡¨ show significant effect on job involvement; while ¡§type of management of volunteers¡¨ and ¡§routine work of volunteer¡¨ don¡¦t show significant effect on job involvement. Second, The following 12 individual factors of volunteer, ¡§age¡¨, ¡§religion¡¨, ¡§job¡¨, ¡§marital status¡¨, ¡§seniority¡¨, ¡§social working experience¡¨, ¡§position of job¡¨, ¡§gender¡¨, ¡§education degree¡¨, ¡§times of working¡¨, ¡§working hours¡¨, ¡§part-time social working¡¨ show significant effect on job involvement; while ¡§degree of profession¡¨, ¡§degree of working autonomy¡¨, and ¡§training experience¡¨ don¡¦t show significant effect on job involvement. Third, Generally speaking, the degree of the implementation of every stage of training doesn¡¦t show significant positive effect on job involvement. The more multiple goals in the training session and the higher frequency of the implementation, the more significant negative effect on job involvement it will be. The higher degree of multiple investigation methods and the higher frequency of implementation, the higher degree of the positive effect on the recognition of the importance of work it will be. If only resources are provided for volunteers to learn by themselves, the effect on the volunteers¡¦ job involvement is lower than given the opportunities for volunteers to join the training of ¡§²»©M­pµe(peace-plan)¡¨, ¡§off the job training¡¨, and ¡§external training¡¨. Fourth, The following four factors, ¡§the number of mission of organization¡¨, ¡§the operating method of the work¡¨, ¡§the installment of presidence¡¨, and ¡§routine work¡¨ interacting with training individually show significant effect on the job involvement; while ¡§the attribution of organization¡¨, ¡§the degree of joining in the organization¡¨, and ¡§the type of management of volunteers¡¨ interacting with training show no significant effect. Fifth, The following eight individual factors, ¡§volunteers¡¦ training experience¡¨, ¡§position in the job¡¨, ¡§age¡¨, ¡§times of service per month¡¨, ¡§hours per service¡¨, ¡§gender¡¨, ¡§job¡¨, ¡§experience of being volunteers¡¨ interacting with training show significant effects on the job involvement; while ¡§degree of profession¡¨, ¡§degree of working autonomy¡¨, ¡§part-time social working¡¨, ¡§degree of education¡¨, ¡§marital status¡¨, ¡§seniority¡¨, and ¡§religion¡¨ interacting with training show no significant effect. Key words¡Gvolunteer¡Ftraining¡Fjob involvement

Many studies offer insights into the relation between job satisfaction and morale, and both are important impacts the performances to the company. This study tries to use some variables to predict the job satisfaction has influence to employee and the factors really influence the relation between the job satisfaction and morale. The results found that the relation between employee job satisfaction and morale are important to the employee. Especially the morale itself is more predictor to the employee¡¦s performance better than the job satisfaction itself. And this find out is different to the West. It can be seen as the culture difference from the Eastern to the Western. And it remind the managers to value more about the morale.

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