A Study of the Relationships among Work Status of the Personnel in Administrative Organization and Organizational Citizenship Behavior-Bureau of Employment and Vocational Training and Affiliated Organizations as Example.

• Main Authors: Yi-Shing Lee, 李宜興
• Other Authors: 辛炳隆
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/63685644363226283211

碩士 === 國立臺灣大學 === 國家發展研究所 === 94 === Government efficiency is an important criterion for the evaluation of the national competitiveness. Every sector pays a lot of attention to the constant improvement in performance. However the key factor for improving administrative performance lies in efficient human resources management. We should regard employees as the most important assets in the organization and develop human resources in an organized way to exploit employees’ potential. If supervisors can create an environment suitable for implementing organizational citizenship behavior, they could promote organizational performance. Past surveys using work status as independent variables show that, part time employees focus less on work and have less active attitude and behavior than formal employees do.Due to the fact that formal employees have stable jobs and do their work with active manner, they tend to perform well in organizational citizenship behavior. The scope of the study is only within personnel of the Bureau of Employment and Vocational Training and affiliated organizations. Regarding work status as independent variable, organizational citizenship behavior as dependent variable, and working reasons as intervening or moderator variable, the study deals with their relationship and influence respectively. The study may be served as a reference for the policy competent authorities by putting forward suggestions through practical research analysis. The results of the study shows that part time employees are less devoted, faithful and participative than formal civil servants. There is no significant difference between team working, loyalty and activity. As for contracted employees or contract out employees, there is no significant difference in each dimension. If we add intervening or moderator variable to analysis, when working reasons for contracted employees, part time employees or contract out employees are negative, we find that they are less loyal and participative and the other dimensions being poor. We suggest that the personnel competent authority limit proportion of hiring informal employees in order to avoid bad effect on administrative performance. The personnel competent authority also have to establish ruling laws and regulations by following the precedent of the related regulations on contracted employees, as a basis for employee management. In selecting new employees, administrative organizations should observe their social and working attitude to hire employees with organizational citizenship behavior, with a purpose of exploiting work performance. Employees with different work status should be treated equally when it comes to management. Reducing welfare differences between different personnel regime, the process have to be fair, rightful and open. If the following researchers adopt self evaluation, terms for the organizational citizenship behavior gauges have to be developing with time and adjusting words. “No comment” could be substituted for “common” in evaluation items. And they should adopt peer assessment as possible to increase its reliability.