¡iAbstract¡j
The widespread wave of the liberalization in telecommunications followed the industrial country of
England, America and Japan. The privatization of state-run business that liberalize the whole world market
of telecommunications is popular in the world now. Lashed by the liberalization in telecommunications and
the privatization of state-run business, our country passed the three major laws of telecommunications¡]the
Telecommunication Act, the DGT Organizational Statutes, the Chunghwa Telecom Co., Ltd. Statutes¡^, after
three reading in The Legislative Yuan in 1996. The Directorate General of Telecommunications transform to
Chunghwa Telecom Co., Ltd. to provide telecommunications services in July 1st 1996. Closuring the double
role of The Directorate General of Telecommunications in both sectors of peremptory services providing
and administrator. Chunghwa Telecom Co., Ltd in order to turn their innovation into competitive acting in
the industry tide of rapid development of computer and communication, and bruising competitive market,
creating ¡§the system of human resource management in the privatization of state-run business by Chunghwa
Telecom Co., Ltd ¡§, to attract and retain their knowledge worker, to lift the staff¡¦s job satisfaction, to carry
the organization through, and built a brand new successful paragon. Further, this study also discusses about
the problem in role cognitive conflict of staff diversity expectation by the company in the process of the
privatization, for promoting the competitive ability of the company. If this role cognitive conflict problem
will affect the organizational commitment made by staff to the company. Therefore, this study has taken
Southern Branch of Chunghwa Telecom Co., Ltd as study interview, used probability proportionate to size,
released 983 sets of questionnaires, got 587 sets of valid questionnaires, analyzed by statistics methods of
t-test analysis of independence, analysis of variance (ANOVA), Pearson¡¦s product-moment correlation, and
multiple regression. The result confirms several important discoveries as following:
1. As the staff perception in the system of human resource management in the privatization of state-run
business, job satisfaction and organizational commitment, we can see that:
(1). The higher perception in the system of human resource management in the privatization of state-run
business staffs have, the more job satisfaction they will have.
(2). The higher job satisfaction they have, the higher organizational commitment they will have to the
company.
(3). The higher perception in the system of human resource management in the privatization of state-run
business staffs have, the higher organizational commitment they will have to the company.
2. There is a positive correlation in the staff perception in motivation by the system of human resource
management in the privatization of state-run business and organizational commitment, and it also has
high prediction.
3. Both well-paid and suitable working conditions and prospective promotion of job satisfaction have
positive correlation and reached the level of significance. Thereamong, the former variable has major
affection.
4. Job satisfaction has mediating effect between the staff perception to the human resource management
system after the privatization of state-run business and organizational commitment.
5. Role cognitive conflict has no moderating effect between the staff perception to the human resource
management system after the privatization of state-run business and organizational commitment.
6. According to the moderating effect of role cognitive conflict between the relationships of job satisfaction
and organizational commitment in the study, the results are as following:
(1). If the company can anticipate staff¡¦s need in the sectors of satisfied task autonomy, well-paid and
suitable working conditions and prospective promotion, then the person who with higher role
cognitive conflict in work to organizational commitment has higher identification of value than those
who with lower role cognitive conflict in work to organizational commitment, and the people who
with higher role cognitive conflict in labor relationship to the organizational commitment has higher
identification of value and company than those who with lower role cognitive conflict in labor
relationship to the organizational commitment.
(2). To generalize the moderating effect of role cognitive conflict between the relationships of job
satisfaction and organizational commitment, as long as applying the well management in the hope of
pursuing elite success, role cognitive conflict could be positive and beneficent.
Key words: human resource management, perception, job satisfaction, organizational commitment, role
cognitive conflict.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0701102-124906 |
| Date | 01 July 2002 |
| Creators | Hsu, Cheng-Ping |
| Contributors | Liang-Chih Huang, Pi-Hsiao Chao, Shyh-Jer Chen |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0701102-124906 |
| Rights | unrestricted, Copyright information available at source archive |
Page generated in 0.0023 seconds