Under lång tid har forskningen fokuserat på hur ledarskapet kan utvecklas och bidra till en effektiv organisation. På senare tid har forskningen börjat belysa även medarbetarens roll i verksamheten. Dock sker denna forskning ur ledarens perspektiv och medarbetarnas perspektiv saknas till stor del. Syftet med detta examensarbete var att genom kvalitativa intervjuer kartlägga upplevelsen av psykologiskt empowerment och förstå hur det kan ses som en del i medarbetarskapet bland ledare och medarbetare, ur ett medarbetarperspektiv. Psykologiskt empowerment berör den anställdes upplevelse av att kunna påverka sin arbetsroll, utföra ett meningsfullt arbete och påverka viktiga beslut. Genom att analysera denna upplevelse kan styrkor och utvecklingsmöjligheter identifieras i medarbetarskapet och ligga till grund för ett vidare utvecklingsarbete. Studien genomfördes på utvalda butiker inom Systembolaget i Västerbottens län. Det som framkom i studien är att det saknas en samsyn gällande medarbetarskapets innebörd. Skillnaden som identifierats är att medarbetarna saknar en arbetsgivaraspekt sett till definitionen av medarbetarskap, något som cheferna framhåller som en viktig del. Arbetsgivaraspekten rör det ansvar som medarbetaren har gentemot arbetsgivaren i och med en anställning. Utifrån de fyra faktorerna i psykologiskt empowerment: kompetens, självbestämmande, påverkan och meningsfullhet, framgår att kompetens och meningsfullhet är de faktorer som är väl genomarbetade inom Systembolaget. Gällande självbestämmande och påverkan finns utvecklingspotential. Utifrån studien kunde följande konstateras; viljan att dela med sig av makt finns hos ledarna, dock är viljan till att ta emot denna tudelad hos medarbetarna. Viljan hos båda parter bör finnas för att skapa förutsättningar för psykologiskt empowerment. Vidare konstateras att en gemensam syn på medarbetarskapets innebörd där förväntningar tydliggörs kan komma att skapa en positiv spiraleffekt för psykologiskt empowerment och medarbetarskap.

This thesis is to study the relationship among transformational leadership, organizational commitment and organizational citizenship behavior within team levels and cross-levels. The analysis demonstrated in this thesis is based on 305 questionnaires collected from 63 leaders and 242 questionnaires from team members. The conclusions are listed as following. 1. The relationship between transformational leadership and organizational commitment (1) Transformational leadership positively impacts organizational commitment. (2) If the team members feel the inspiration from leaders, it will positively impact team members¡¦ value commitment; if they feel leaders¡¦ Idealized Influence, they will be positively impacted in retention commitment. (3) Transformational leadership is not the key factor of influencing team members¡¦ organizational commitment. 2. The relationship between transformational leadership and organizational citizenship behavior (1) If the leaders enhance their transformational leadership, it will be helpful of strengthening team members¡¦ OCB in the aspects of identification with the company, interpersonal harmony, civic virtue, conscientiousness and altruism. (2) In cross level, transformational leadership does effect the correlation to interpersonal harmony.

The perceptions of organizational politics and organizational citizenship behavior are neither regulated nor indentified in any organization. But, they are exactly existed in organization. This study is based on the revise model of Perceptions of Organizational Politics (POP) proposed by Ferris et al. (2002). We investigate the relationship between the perceptions of organizational politics and the organizational citizenship behavior. Furthermore, we investigate the indirect effect between the perceptions of organizational politics and the subordinates of organizational citizenship behavior. This study used the scales of 35 items collected by Dr. Chin-ming Ho and the other members of the last research team of POP in 2008. The research is based on the revision model of POP and questionnaire survey. The sample consisted of 1,890 employee selected from 40 organizations covering 9 industrial sectors in Taiwan. The method, path analysis with latent variables of the structural equation modeling (SEM) is used to measure the relationship among the constructs. The major result of this study is as following: 1. The perceptions of organizational politics have negative effect on the organizational citizenship behavior. 2. The perceptions of organizational politics have negative effect on the altruism toward colleagues 3. The perceptions of organizational politics have negative effect on the conscientiousness 4. The perceptions of organizational politics have negative effect on the identification with company 5. The perceptions of organizational politics have negative effect on the interpersonal harmony 6. The perceptions of organizational politics have negative effect on the protecting company resources

With the trend of financial business integration, the life insurance companies face keen market competition. They are forced to develop multiple channels since the agency channel which was the main distribution channel can not stay competitive in the market. In 2009, 63.15% of first-year premium collections on life insurance products come from the bancassurance channel and 33.85% are from the agency channel. However, life insurance products are intangible and agents play significant roles during service delivery in order to meet various customers¡¦ need. This is why most life companies still choose to strengthen the agency channel. Thus, it merits a better attention to probe into the relationships between life companies and their agents. The study is conducted by the questionnaire survey on F Life Insurance Company. Throughout interviewing 509 agents and 200 customers, the datum of the research is made by reliability analysis, descriptive analysis, Pearson correlation analysis, independent sample t-test, ANOVA, and multiple regression analysis to verify the identity degrees of the interviewees on the organizational commitment, the professional commitment, the organizational citizenship behavior, and the service quality. Following are the major findings: 1. Each one of the organizational commitment, the professional commitment, and the organizational citizenship behavior are statistically significant and positive correlated to the service quality. Among them, the organizational citizenship behavior is with the strongest influence on the service quality, then the professional commitment second, and the organizational commitment last. 2. Among the sub-dimensions, the continuance commitment in the organizational commitment explains most the variations of the service quality. Also, the professional involvement in the professional commitment explains most the one. And, the participation in the organizational citizenship behavior explains the most the one and then the service delivery. It means that the professional involvement and the participation of the agents are with significant effects on the service quality. 3. The variations in the identity degrees of the service quality of the agents and the customers are significantly different. 4. The variations in the identity degrees of the organizational commitment of the different agency channel are significantly different. From the findings of the research, the organizational citizenship behavior is proven the most impacts on the service quality and the professional commitment influences the organizational citizenship behavior more than the organizational commitment. Consequently, the life companies should invest more training resources to upgrade agents¡¦ professional capability except for enhancing the organizational identification of agents. Professional agents are more confident of selling and delivering service, and perform organizational citizenship behavior better, so that earn customers¡¦ trust and improve service quality. Ultimately, it creates irreplaceable value of the agency channel.

Besides offering good salary, companies in China start to enhance the job satisfaction of employee to retain employees. The demission rate Uni-President Group has always been lower than others in the same industry; even lower than the overall demission rate of many China enterprises. Among various reasons to affect the demission rate, Uni-President Group in China has a complete and systematic education and training system. Therefore, we set the training as an independent variable, and the three dimensions of organizational commitment to work, professional commitment, and the organizational citizenship behaviors as dependent variables, to discover the effect of independent variable to dependent variables. We set the supervisor¡¦s attitudes toward employees in the process of training as adjustment variable. Our hypothesis is that the supervisor¡¦s attitude will have effect in organizational commitment to work, professional commitment, and the organizational citizenship behaviors of employee. In the sample of 302 full-time employees of Uni-President Group in China, the amount of different training courses accepted by employee will have effect on the three dimensions, organizational commitment, professional commitment, and organizational citizenship behaviors of work. And supervisor¡¦s attitudes di have adjust effect in organizational commitment to work, professional commitment, and the organizational citizenship behaviors of employee.

The distribution industry has created high GDP and employment in this country and has become one of the key elements of Taiwan¡¦s economy. In the labor-intensive distribution industry, human resource plays an important role. Fully utilized human resource can create powerful competitive force for an organization. Therefore, from the aspect of human resource management, this paper is intended to explore the relationship among psychological contract, trust, and organizational citizenship behavior of the employees of Taiwan distribution industry. The subject of this study is the employees in the distribution industry. Questionnaire survey was used in this study. Seven hundred (700) questionnaires were sent out , in which 491 were effective. The findings are as follows¡G Psychological contract has significant negative influence on trust. 1.Trust has significant positive influence on organizational citizenship behavior. 2.Some of the psychological contracts have significant negative influence on organizational citizenship behavior. 3.Trust has significant intervening effect between psychological contract and organizational citizenship behavior. Moreover, Some of the personal attributes or organizational characteristics have significant deviation on the psychological contract, trust, and organizational citizenship behavior. Based on the findings, intervening models can be formed among psychological contract, trust, and organizational citizenship behavior. This study will assist the further development of the theories about psychological contract, trust, and organizational citizenship. This paper is also to provide practical suggestions on the human resource management in the distribution industry.

In the past studies showed that if employees in the organization perform their organizational citizenship behavior (OCB), the service quality and consumer satisfaction will promote. Additionally, OCB is helpful for team interaction and promoting team efficiency. It is because employees will cooperate, help each other or work hard to maintain or push others¡¦ welfare and benefit in their organization. However, there are few studies about how OCB is affected by different employment status in public section, and there is little discussion about moderating variables that affect OCB and employment status. In the organization, employees are the most important assets, but are the most difficult factor to control. This study is aimed at analyzing in the Control Yuan how employees with different employment status will affect their willingness to perform OCB. Besides, the study tries to find if ¡§working reason¡¨ and ¡§turnover intention¡¨ of contracted employees will affect the performance of their OCB. The major findings of this study are as following: (1) Relative to formal employees, contracted employees are less faithful than formal employees. Additionally, the contracted employees with turnover intention are less en-teamed than formal employees. There is not significantly different between ¡§devotion¡¨, ¡§loyalty¡¨ and ¡§activity¡¨. (2) In moderating variables about working reasons, no matter that contracted employees get the job willingly or unwillingly, there is no significant difference in their performance of OCB. (3) In moderating variables about turnover intention, the OCB of contracted employee is affected by turnover intertion in ¡§en-team¡¨ and ¡§position-fulfill¡¨. However, there is no significant difference in ¡§devotion¡¨, ¡¨loyalty¡¨ and ¡§activity¡¨ between formal employees and contracted employees.

In the traditional employment relationship, contract is an essential element to sustain the mutual relationship between employer and employee. In recent years, with the changes of business environment brought forward by the increasing globalization of business and by the dramatic rise in the numbers of mergers and restructurings, there has been a transformation of employment relationship. Psychological contract, a special type of contract, has become increasingly important under such dynamic environment. After reviewing previous academic researches, we found that the issue about the concept of psychological contract was found in relation with employees¡¦ behavior. Based on the previous opinion, this study expects to prove that psychological contract fulfillment is strongly related to employees¡¦ behavior. We also discuss the moderating effect of personality on the relationship between psychological contract fulfillment and employees¡¦ behavior. We therefore intend to use questionnaire survey and using Taiwanese corporate with intention to prove the hypothesis of this paper. The major finding of this study are as following¡G 1¡BDifferent types of psychological contracts fulfillment are positively related to employees¡¦in-role behavior. 2¡BDifferent types of psychological contracts fulfillment have different impact on organizational citizenship behaviors directed at other individuals within the organization. 3¡BPersonality has no moderating effect on the relationship between psychological contract fulfillment and employees¡¦ behavior. 4¡BPersonality has strong moderating effect on the relationship between psychological contract fulfillment and organizational citizenship behaviors directed at the organization.

Abstract This thesis aims to investigate the relationship among the organizational culture of junior high school, organizational citizenship behavior of the teachers and the effectiveness of the schools. This thesis builds the theory, the study structure, and the basis of designing the study instrument by the review of the literature and the survey. Subjects were sampled from thirty-six junior high schools in Kaohsiung county. Five hundred forty-two copies of formal questionnaires were delivered to the subject and there were four hundred seventy-five valid copies.The collected data were analyzed by using the statistical methods of reliability analysis,factor analysis,descriptive statistics,T-test,one-way ANOVA,pearson product-moment correlation,canonical correlation and multiple regression(step-wise- regression procedure). According to the result of the data analysis, the main findings are as follows: 1. The whole performance of the Kaohsiung county¡¦s junior high school organizational citizenship behavior is middle-high level.Among the sectional scores, ¡§the dimension of hierarchical culture ¡¨ was the highest. 2. The whole performance of the Kaohsiung county¡¦s junior high school teacher organizational citizenship behavior is good. Among the sectional scores, ¡§the dimension of non-benefit-orientated¡¨ was the highest. 3. The whole performance of Kaohsiung county¡¦s junior high school effectiveness is middle-high level. Among the sectional scores, ¡§the dimension of teaching of the teacher¡¨ was the highest. 4. The male, the elder and the administrator have a higher sense of the school organizational culture. 5. The male, the elder, the high-educated, the senior, the administrator sense more about the organizational citizenship behavior. 6. The male, the elder, the administrator sense more about the school effectiveness. 7. The teachers of the Kaohsiung county¡¦s junior high school in the urban areas sense more about the school organizational culture. 8. The teachers of the Kaohsiung county¡¦s junior high school in the urban areas and large schools sense more about the school effectiveness. 9. The better the school organizational culture will be, the more the teacher organizational citizenship behavior will be. 10. The clearer the school organizational culture will be, the better the school effectiveness will be. 11. The clearer the organizational citizenship behavior will be, the higher the school effectiveness will be. 12. The school organizational culture and the teacher organizational citizenship behavior can predict the school effectiveness, and ¡§the identifying oneself with the organization¡¨ is the primary predictable variable. Findings and conclusion in this research could be used as a reference for sahool,board of education and researchers to promote practice in operation and future research. Keywords: school organizational culture, organizational citizenship behavior, school effectiveness

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.