In order for corporations to survive today¡¦s ever changing business climate, enterprises must tailor overall business operational infrastructure; HR is something have to be focused on and fine-tuned. Centralization HR works best when dealing with small to medium size firms; when organizations gradually grow larger, the centralization HR must be shift to service and proficiency oriented. Companies can be benefited, only by mastering and orchestrating centralization and localization HR functions. Corporation tends to revolutionize its HR structure, headquarter HR has been transformed to Shared Services Center, SSC which carries some innovational and creative concepts. Localization HR has been transformed to Account Services Team, AST. However, company politic still influences HR infrastructure greatly. Pros for passive and localization HR structure. 1. Recruiting. Company can find right employee when it sees fit. 2. Cultivation. Company can tailor orientation and classes for novice workers. 3. Utilization. Company can make use of each employee promptly. 4. Sustain. A career path can be mapped out to curb turnover rate. Cons for passive and localization HR structure. 1. Hard to orchestrate headquarter and local HR functions 2. Local HR has very overall limited authority and ability to manage even daily routine and recruiting. 3. HR itself has the propensity to have high turnover rate . 4. Supervisors tend to practice nepotism to the teeth.

Members¡¦ political behaviors in organizations often influence the decision of Human Resources on members¡¦ salary or promotion. After perceiving organizational politics that might alter their expected job reward and performances, in the short run, employees might react negatively and lead to behaviors such as reduction of job involvement, dissatisfaction, job anxiety, as well as absentness. In the long run, there will be increasing turnover. The purpose of this study is to understand the relationship among Perception of Organizational Politics (POPs), Turnover Intention and Job Satisfaction. Through empirical survey data analysis, the findings are as follows: 1.There is no relationship between gender and turnover intention. 2.Members¡¦ age is negatively correlated with their turnover intention. 3.The turnover intentions of college & university graduates are lower than those with less education. 4.Members who are single have a higher turnover intention, compared with those of married members. 5.Members with longer tenure have a lower turnover intention. 6.Managers¡¦ turnover intention is lower than those with non-manager positions. 7.Members with higher POPs also tends to have higher turnover intentions. 8.Members with higher POPs have lower job satisfaction. 9.Job Satisfaction serves as an intervening variable, partially mediates the relationship between members¡¦ POPs and their turnover intentions.