| Summary: | 碩士 === 國立高雄師範大學 === 成人教育研究所在職專班 === 93 === Outline of Research Paper
In order to promote the job characteristics and the job satisfaction of administrative staff, the study aims at investigating and understanding the relationship between the job characteristics and the job satisfaction of administrative staff of the County and City Councils of Taiwan Province.
The purposes of the study include：
1. To understand the current situations of the job characteristics and the job satisfaction of administrative staff.
2. To know the difference of the job characteristics and the job satisfaction of administrative staff of different background variates.
3. To discuss the relationship between the job characteristics and the job satisfaction of administrative staff.
4. To analyze the prediction function of the administrative staff’s job characteristics towards their job satisfaction.
5. To propose according to the research results some concrete suggestions, which can be a reference for the related organizations and staff.
Employing literature analysis and questionnaire survey as the studying tools, this study formulates a “Questionnaire of the Relationship between the Job Characteristics and the Job Satisfaction of Administrative Staff of the County and City Councils of Taiwan Province,” and took the administrative staff of the County and City Councils of Taiwan Province as the main research targets. Totally there were 878 questionnaires sent out and 708 questionnaires returned, with a return rate of 80.6%. Among the collected questionnaires, 613 were effective questionnaires, with a utility rate of 86.6%. For the analysis of data, five-point scales were adopted in the questionnaires for the 613 administrative staff of the County and City Councils to conduct descriptives, independent t-test and one-way ANOVA, Pearson product-moment correlation, multiple regression, etc.
According to the research results, the following conclusions of the study are summarized:
I. Investigation of the current situation of the consciousness of the administrative staff of the Councils towards the job characteristics.
1. The performance of the job characteristics of administrative staff is good. What is most obviously found is “task dealing with others,” and what is least obviously found is “task variety.”
2. The staff are very much concerned about the advancement of their posts. The greatest pressure faced by them is “whether the advancement is smooth or not.”
3. Difference of job involvement in the “job characteristics” of the administrative staff of different background variates:
The research results show that male staff’s consciousness of the job characteristics is higher than the female staff’s. Staff at higher age are more conscious of the job variety, and so are the staff of higher education level. Staff with higher seniority are also highly conscious of the job variety. The Secretary General is highly conscious of the task autonomy. Comparing with the appointed officials, recruited officials are more conscious of the job characteristics. Comparing with unmarried staff, married staff are more conscious of the “task autonomy” and “task identity.”
II. Investigation of the current situation of the consciousness of the administrative staff of the Councils towards the job satisfaction.
1. The administrative staff’s consciousness performance of their job satisfaction is good. What is most obviously found is “relationship with colleagues,” and what is least obviously found is “advancement situation.”
2. Difference of demand consciousness of the “job satisfaction” of the administra- tive staff of different background variates：
The research results show that male staff’s consciousness of the job satisfaction is higher than female staff’s; and regarding this consciousness, the staff’s satisfaction with the “work itself” has the highest scores. Staff at higher age are more conscious of the job satisfaction. The high or low education level does not affect the staff’s consciousness of their job satisfaction. Staff with above 26 years’ seniority have higher consciousness of the “work itself,” and staff with below 5 years’ seniority have higher consciousness of the “relationship with colleagues.” The recruited Secretary General’s satisfaction consciousness of the “pay and welfare” is higher than that of the low-rank appointed staff. No matter of “relationship with colleagues,” “supervisory leadership,” “work itself” or “pay and welfare,” married staff’s consciousness is higher than unmarried staff.
III. According to the conclusions of the study, the following suggestions are made:
1. Emphasize the advancement opportunities of staff and increase the welfare of staff so as to promote their satisfaction.
2. The post gradation of the administrative staff of County and City Councils should be the same as that of County and City Governments so as to show fairness and increase the working efficiency.
3. Build up an appropriate rotated transfer system so as to strengthen the staff’s ability to adapt to the work variety.
4. Encourage the staff to take in-service courses so as to receive new knowledge and promote their modern life and satisfaction.
5. Strengthen the authorization of staff, making their work have “task autonomy and task identity.”
6. The efforts of foundation staff should be given positive feedbacks so as to boost their morale.
7. Push the female administrative staff to learn and improve continuously so to as increase their self-confidence, strengthen their identification with and confidence in work, and promote their job satisfaction.
8. Stress the cooperative learning, making the work of staff diversified.
9. Strengthen the education of the newly recruited and young administrative staff so as to promote their identification with the organization.
10. Administrative supervisors should pay more concerns and encouragements to their subordinates. They should be fair and reasonable in the “assessment of advancement,” and should exert their effectiveness of “supervisory leadership.”
11. Staff should learn and train themselves continuously, increase their knowledge and prepare complete working abilities so as to strive for more opportunities to promote task autonomy.
12. Staff should take training courses during their spare time and actively participate in different kinds of technical and skill trainings so as to promote the work performance.
13. Establish good relationship with colleagues so as to strengthen the group cooperation spirit.
IV：Based on the conclusions of the study, some subsequent studies are suggested：
1. Expand the regional area and targets of the study.
2. Expand the research variates.
3. The research approach can include involvement observation method, interview method and study of individual cases.
Key Words：County and City Councils, administrative staff, job characteristics, job satisfaction
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