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.

This research is founded on facility personnel¡¦s in hi-tech industries, with two objectives: 1) understand investigate how workers¡¦ personal personality and functional competencies influence their job performance, and 2) establish a criteria for future recruitment. This study uses the Big Five Model developed by McCrae & Costa (1989). The Big Five refers to agreeableness, conscientiousness, extraversion, emotional stability, and openness to experience. In addition, the five functional competencies, identified through expert interviews, include air-conditioning, electricity, fire prevention, environmental protection, safety and damage prevention. In this study, 148 samples were collected. Research methods include descriptive statistics to analyze sample characteristics, reliability analysis to verify validity of tables, and regression analysis to verify the effects of demographic profile, personality, and functional competencies. The findings suggest that agreeableness and conscientiousness positively affect job performance. On functional competencies, fire prevention, safety and damage prevention contribute favorably to job performance. These findings could be used towards recruitment and selection of facility personnel¡¦s, and corporate training to raise companywide performance.

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.

SAbstract tudies have shown that person-organization (PO) fit and person-job (PJ) fit will affect an individual¡¦s work attitude. In addition, person-group (PG) fit has commonly been reported as a determinant to job performance and satisfaction. PO, PG or PJ fit can explain work variability separately, however, identification of their relationship will add to our understanding of why job performance, job satisfaction or job change intention differs in different levels of fit. This work will assist in the development of job congruence strategies to improve productivity and reduce turnover rates. This study examined if a directional relation exists among PO, PG and PJ fit and their impacts on job satisfaction, job performance and job change intention. The participants in this study are food & beverage employees in the hotel industry in Taiwan. This study asked 21 cooperating hotels to choose one restaurant. Questionnaires were sent to all employees in the restaurant. The valid returned questionnaire sample was 340. The Spearman Correlation was used to analyze the fitness between the person and each level of environment. Multiple Regression was used to analyze the impact of each level of fit on job attitude. The findings showed that the higher the PO, PG and PJ fit, the higher the job satisfaction and performance and the lower the job change intention. Moreover, employees tradeoff different levels of fit in determining their job attitude. That is to say, PO, PG and PJ fit have independent and interactive impacts on job satisfaction, job performance and job change intention.

The major purpose of this research is to use three mental factors of job satisfaction¡Bjob stress and organizational commitment for examining the existence of mediating effects in between perceptions of organization politics and job performance. Reviewing many articles in the field of organizational behavior, the interior employees¡¦ job performance were mostly contributed to individual differences as capabilities and personalities, however, such variables could only explain partial differences in job performance. Except of individuals, the influence on job performance may include organizational structure, management system even though various outside or other factors. Witt found negative relationship between perceptions of organization politics and job performance in 1998, such finding broke the researchers¡¦ limits of traditional view of combining individual capabilities or characters, searched out the new influence factor, and added new explanation of variables on job performance of organization interior employees. In the field of perceptions of organization politics, researchers kept focus on the definition of perceptions of organization politics and the relation among variables, less development in mediating effects. Therefore, this research was structured by aforesaid and Adkins¡¦s definition in 1995 as well as relevant articles, the three pertaining to psychological level variables, job satisfaction¡Bjob stress and organizational commitment, have mediating effects between perceptions of organization politics and job performance. By finding the influence factor, for reducing the negative effects on job performance caused by perceptions of organization politics, hopping go further of submitting strategic human resource management to boost contribution on organizational performance This research was proceeded by questionnaire to the sampling objects of Taiwan enterprises. The results indicated job satisfaction¡Bjob stress and organization commitment have partial significant mediating effect on the relationship between job performance and¡¥Distance of policy and practice¡¦, the format of perceptions of organization politics.

During the expansion of service quality research in the early 1980s, Berry (1980,1983) and Grőnroos (1981, 1983) develop a business concept with the central aim of achieving a customer-focused workplace and, in turn, providing high quality service for end customers. So there are lots of researches focus on the relationship between internal marketing and customer orientation, and there is no exception of this research. Through this research, we want to realize besides organization policy, which we mean internal marketing, if personal values, which we mean employee work values, can help employees understand and be more customer-oriented? Besides, we find there are lots of discussions about the relationship of internal marketing and customer-orientation behavior, but there are few examine the relation. So we put employee job performance in our research to measure individual contribution. The data of this research is obtained from personal finance operators of seven banks. We use structural equation model (SEM) and Pearson correlation to find the relationships among internal marketing, work value, customer-orientation behavior and job performance. This research finds that internal marketing will positively influence customer-orientation behavior through work values, and internal marketing can directly and positively influence employee job performance. So, based on the results of this research, managers can focus some work values to be criteria recruiting employees. Or more constructively, managers can design some systems to help employee ¡§re-socialize¡¨ to chage or create their work values.

Abstract Intangible resources are the sources of competitive advantage in the knowledge economy. Knowledge management (KM) is popular within the businesses. With increasing investment in KM projects, companies are looking forward to find better ways to obtain the competitive advantage. KM literature also highlights the fact that the achievement of sustained competitive advantage depends on its knowledge-based resources. Even though many people believe that technology is the main driving force of transformation. In fact, technology merely brings superficial change or allows people to perform routine jobs fasters. In this sense, the objective of research on knowledge management should not overlook the fact that an enterprise is operated by many official and unofficial units, which are formed by people. The discussion on knowledge management should be focused on people as the subject. This thesis restudy Nonaka¡¦s SECI model of knowledge creation and its constraints, we revisit the fundamental points of tacit knowledge in the model and provide a critical review on the role for business organization. First, in the discussion of knowledge creation, this study argues that the capabilitie of knowledge creating is the most important source for firms to get competitive advantage. Based on the literature on KM, we thought the competitive advantages come from continue improvement in business, and the ideas of improve are from Km of both organization and individual. So, the total KM is complete explain for getting competitive advantage than only knowledge creation. Secondly, we review the situation of the SECI model fit the business current KM project, and develop a framework to assess the relationship of KM activities between organization and individual. Focuses on verifying the relationship between the organization and individual knowledge management. The framework uses a set of key KM activities by IPO model as lead indicators within KM flow. To prevent the discussion of ¡§knowledge¡¨ limited to ¡§technology¡¨, this study is based on the objective and subjective opinions to discuss the shift context of the tacit and explicit knowledge. The formation of the knowledge cycle based on this context, the generation, transformation and shift of knowledge from the knowledge cycle. The organizational KM activities include acquiring, re-engineering and extending. The personal KM activities include creating, application and sharing. The results show that organizational knowledge management has positive correlation with individual knowledge management, but the knowledge type and focus of the knowledge management differ. Therefore, the key of successful knowledge transformation is to keep the individual and organizational goal consistent. The organizational and individual knowledge management should both focus on improving the work. The scenario interference results show that employees¡¦ perception of organizational culture has significant interference effect on work performance due to knowledge management. During the knowledge management promotion process, the organizational culture perception is reflected on the mental perception and behaviors of the employees, thus, the context performance and task performance. As verified by research hypotheses, higher ¡§perception of innovative culture¡¨ leads to more obvious interference to ¡§individual creation and sharing of knowledge¡¨ and ¡§task and context performance¡¨. Higher ¡§perception of supportive culture¡¨ leads to more obvious interference to ¡§individual utilization and sharing of knowledge¡¨ and ¡§task and context performance¡¨. On the other hand, though the direct effects of ¡§growth need strength¡¨ on ¡§Job performance¡¨ has been supported, it shows that its reciprocal interaction with ¡§individual creation and sharing of knowledge¡¨ has no effect on ¡§task and context performance¡¨.

The purpose of this research is about inquiring into the following two matters¡GWhether managerial competencies and stressors of a chain store manager affect one¡¦s job performance by the full mediation through one¡¦s stress coping, Meanwhile,what¡¦s the differences among managerial competencies,stressors,stress coping,and job performance under different personal traits. The research was presumed, experimented, verified, and completed through ways of Factor Analysis, One-Way ANOVA, and Regresion Analysis by the post survey, replied by 98 out of 200 samples in 48% efficient returning. The results of research are listed as following¡G 1.Problem solving abilities in managerial competencies make a notable impact to job performance. Leading abilities in managerial competencies only make a notable impact to financial job performance. Human relations abilities and personal effectiveness in managerial competencies make a notable impact to managements of commodities and stores as well as managements of employees and customers. 2.Personal factors in stressors make an evident impact to job performance. 3.Escape stress in stress coping makes a notable impact to financial job performance. Control stress in stress coping makes a notable impact to job performance of both managements, commodities and stores as well as employees and customers. 4.Problem solving abilities in managerial competencies make a notable impact to stress coping. Human relations abilities and personal effectiveness in managerial competencies make a notable impact to stress coping of control stress. 5.Organization factors of stress make an evident negative influence to both control stress and escape stress. Personal factors of stressors make a notable impact to control stress, escape stress and symptom management. 6.Managerial competencies and stressors, going through the full mediation of stress coping, make notable impacts¡G (1).Problem solving abilities and leading abilities in managerial competencies, going through the full mediation of escape stress of stress coping, make a notable impact to financial job performance. (2).Problem solving abilities of managerial competencies, going through the full mediation of control stress of stress coping, make a notable impact to job performance of both commodity and store managements. (3). Problem solving abilities and leading abilities in managerial competencies, going through the full mediation of control stress of stress coping, make a notable impact to job performance of both employee and customer managements. 7.A store manager with different traits makes a notable impact to the managerial competencies, stressors, stress coping and job performance.

In recent years, due to the opening and development of political economy, the trend of global operations and especially the manage modes of pursuing performance which are used by trader of Taiwan transnational enterprises in china that cause the demands of integration and control enterprise's resources, enterprise¡¦s procedures and information systems are growing day by day. On the other hand, it is using global thinking tactics that adopt. Before Taiwanese enterprise head toward the ways of transnational management and organizing, they not only ought to understand all the resources and operation conditions covered all domestic and international enterprises, but also need to combine all of them. In addition, they have to integrate upper and lower supplier, and make them become the complete supply chain mode as well. Furthermore, Taiwanese enterprise has to faces the global competition. Therefore rapidly response to the market and customer needed, smoothly communicate with upper and lower suppliers are indeed requirements. Hence, enterprises need Enterprise Resource Planning (ERP) to achieve this ideal goal. This case study using the passive component industry company to be the example, we use different methods such as deep interview, actually observe, collect the documents, and file information and so on to research the selected object. We also do the research by content analysis approach the doing amount of themes on case study. Finally, using the conclusion of this case study to analyze inter dynamic relations between the task and technology from the staffs in different branch and making it as starting point. And then, depend on their mix right level and after the case study company led in the information system to compare the influence factor of the job performance and its characteristics of staff. The goals of this research are as follows: 1.A Research on the theory of task technology fit to implement the ERP system of Taiwanese enterprises in Taiwan and China. 2.Using the content analysis method to compare enterprise staffs who come from different geographical areas and cultural environment, and research the relationships between the Task Technology Fit¡Bpersonal character¡Binformation System using and job performance.

Employee participation in decision making¡]PDM¡^is ¡§ a conscious and intended effort by individuals at a higher level in an organization to provide visible extra-role or role-expanding opportunities for individuals or groups at a lower level in the organization to have greater voice in one or more areas of organizational performance¡¨. Thus¡Ait is important especially for vertical hierarchical organizations. Many employee participation programs are applied such as quality circle¡B suggestion system¡Bemployee ownership program¡Bemployee who is a representative on the board of directors . Many researchers supported some contributions through PDM programs on organization performances such as cost reduction and quality improvement. PDM also provides job satisfaction and job performance on individual in some reports . But some researchers studied from meta- analysis concluded that¡¨ PDM can have statistically significant effects¡Abut the average size of this effects is too small to be valuable¡¨. Some researches viewed PDM as a medium only for information change and knowledge expansion. PDM is necessary and sufficient although it could not affect satisfaction or performance directly. The data is collected from China Steel Company that has 8750 employees. This company is transformed from government ownership therefore there are many PDM activities. We used questionnaires to ask employee and study the relations between PDM and job performance¡Bjob satisfaction. This study we found there is small effects on individual performance and satisfaction. We also found information participation¡]change¡Binteraction¡^can affect PDM activities each other and can explain internal satisfaction of individual. From this study we could find internal satisfaction affects contextual performance that is the base of good task performance We conclude it is most important to perform PDM activities and encourage employee to join. This is one of key factors for competition in the industry.