A Research of the Impact of Psychological Contract of Eemployees on Organizational Citizenship Behavior and Organizational Commitment—The Moderating Effects of Organization Change’s Cognitive and Switching Cost

• Main Authors: Ke-Chung Lee, 李克中
• Other Authors: Jun-Ren Wang
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/39631795557076663729

碩士 === 國立體育大學 === 休閒產業經營學系碩士班 === 100 === The current study aims to explore the influences made by employees of nonprofit organizations and the psychological contracts among organizations on the organizational citizenship behaviors and organizational commitment, and employing the organizational change perception and switching cost as the moderator to decide if the employees’ psychological contracts will affect the organizational citizenship behaviors and organizational commitment. By making the staff of China Youth Corps as targeted subjects, the research executes a questionnaire survey and undergoes a material analysis with descriptive analysis and hierarchical regression. The results of the statistics have indicated that the averages of psychological contracts, organizational citizenship behaviors and organizational commitment display positive results, which manifest the employees’ sense of uncertainty regarding loss of status, no guarantee of job, role conflicts, role burdens and resource decrease in the aspect of organizational change. Meanwhile, in the respect of switching cost, employees consider quitting job or searching for new jobs bring about losses of time, money and other resources. According to the analytical results of hierarchical regression, no matter what the switching cost is, the organizational citizenship behaviors will not be remarkably affected under the correlative functions of psychological contracts and organizational change. If the switching cost is low, psychological contracts and organizational change will render remarkable influence on organizational commitment, thereby demonstrating a positive influence, whereas the results are unclear under the correlative functions of psychological contracts and organizational change, which shows little influence on organizational commitment. Psychological contracts and organizational change render great influences on organizational commitment if the switching cost is high, manifesting a positive influence of psychological contracts on organizational commitment. However, the organizational change exerts a negative influence on organizational commitment, and, under the correlative functions of psychological contracts and organizational change, the results are unclear, which demonstrates little influence on organizational commitment.