頁籤選單縮合
題 名 | NGO:民間司改會 培養未來公民 |
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作 者 | 汪文豪; | 書刊名 | 天下雜誌 |
卷 期 | 346 民95.05.10 |
頁 次 | 頁200 |
關鍵詞 | |
語 文 | 中文(Chinese) |
中文摘要 | 組織實務一直是普遍存在而且最為組織成員熟悉的管理工具,而組織承諾則是扛作績效與組織效能的重要指標。然而先前的研究對於兩者的關係卻缺少研究。利用有關組織承諾的綜合分析結果,本研究以全面性(holistic)的觀點,建構組實務的組織承諾的模式,並且以269位基層器仝為樣本從事實証調查對檢驗。研究結果顯示,結果向實對於組織承諾員具有直幹效果。員工導向實務除了直接影響組織承諾,亦會經戰工作多樣化間影響情感承諾。合作導向實則無直接效果,但是會經田角色模糊而間接影響組織承諾。三種導向實務都與角色過荷生產交互效果的留職承諾,而合作導向實務則對角度衝突與情感承諾的關係產生交互效果。本研究亦討論研究木在理論及管理上的意涵,同時提供未來研究的方向。 |
英文摘要 | Organizational practices are pervasive and visible managerial tools to organizational members. Similarly, organizational commitment is the important indictor for job performance and organizational effectiveness. However, there is limited research to explore the relationship between these two variables. Using the results of meta-analysis conducted by Matieu & Zajac (1990), this study develops the models that tries to explain how organizational practices influence organizational commitment form a holistic stance. The data are provided by 269 lower level employees. Results reveal that result-oriented practices have only direct effects on organizational commitment. Employee oriented practices not only directly influence organizational commitment. Employee-oriented practices not only directly influence organizational commitment but also indirectly through task variety influence affective commitment. Cooperation-oriented practices have no direct effects but do have indirect effects, through role ambiguity, on organizational commitment. All three kinds of organizational practices interact with role overload to influence continuance commitment. Further, the interactive effects of cooperation-oriented practices and role conflict on affective commitment are significant. The authors discuss the theoretical implications, and provide recommendation for managerial practice and suggestions for further study. |
本系統中英文摘要資訊取自各篇刊載內容。