| Summary: | 碩士 === 國立成功大學 === 企業管理學系碩士在職專班 === 103 === Author: Shuo-Yuan Chang
Adviser: Shuang-Xi Zhuang
Master of Business Administration of National Cheng Kung University
SUMMARY
This study is aimed to investigate the key factors and effect of the organizational climate, organizational commitment, locus of control and job involvement on promoting church ministry. In this study, a quantitative method is used to explore and analyze the influence of the above-mentioned four variables.The means of anonymous questionnaire method is applied. And statistical software PASW 18 is used and correlation and hierarchical regression method adopted to analyze data, and thus the empirical research results are obtained as follows:
1. Both organizational climate and organizational commitment have significant positive impact on job involvement.
2. Organizational climate has significant positive impact on organizational commitment.
3. The locus of control has significant positive impact on job involvement. However, the locus of internal control shows significant positive impact on job involvement, while the locus of external control does not.
4. Organizational commitment has partial mediate effect on organizational climate and job involvement.
5. The locus of control has no interference effect over both organizational climate and job involvement.
6. The locus of external control has no interference effect on organizational climate and job involvement. On the contrary, the locus of internal control has interference effect on organizational climate and job involvement.
INTRODUCTION
Church growth in both quality and quantity has always been the main goal of Christian missionaries, especially for the past one hundred and fifty years. Expansion of church ministry demands increasing manpower for service, which largely depends on layman believers’ willing commitment to serve. Nowadays as church ministry has grown in size, and required services and shepherding needs become more diverse, specialized and intensive, many churchs in Taiwan are faced with severe shortage of labor and at the same time over-loading existing church workers and serving believers with service load.
The purposes of this investigation are summarized as follows:
1. Explore the influence of organizational climate, organizational commitment and locus of control on job involvement.
2. Determine if the organizational commitment, as a meditative variable, has a mediation effect on organizational climate and job involvement.
3. Determine if locus of control has an interference effect on organizational climate and job involvement.
4. Determine if locus of control has an interference effect on organizational commitment and job involvement.
Therefore it is critical to find out the determinants of believers’s involvement and commitment in ministry work or service, and analyze the impact of each determinant in order to put these findings for pratical use. So that believers will be activated to participate more actively in the service for church ministry.
MATERIALS AND METHODS
Based on these four aspects in this study, we’ll collect and analyze data, and study other research findings about organizational climate, organizational commitment, the locus of control and job involvement. The implications and definitions of this study will be sorted out after collation, definition, evolution and investigation.
In this study, quantitative research method is adopted. Based on these four aspects of this study, sampling method is applied by way of issuing and retrieving anonymous questionnaires. The data is analyzed by using PASW Statistics software. Four analyitical steps are taken consecutively: descriptive statistics, factors and reliability analysis, Pearson analysis and regression analysis. All hypotheses have been tested and verified valid, excluding the interference effect of locus of control on organizational climate and job involvement, the siginificant impact of locus of external control on job involvement and the interference effect of locus of control and external control on organizational commitment and job involvement.
Data collected thru both paper and online questionnaires are measured by Likert five-point or four-point scale covering all four asaects, including organizational climate, organizational commitment, locus of control and job involvement. Questionaires were issued during April 13th thru April 30th. Total 100 online questionnaires were issued and 100 retrieved, and 300 copies of paper questionnaires issued with 267 copies retrieved. Artificial checking procedure is performed to exclude invalid paper questionnaires of non-respondents and abnormal replies. 37 paper questionnaires are proved invalid, and as a result, 230 copies of paper questionnaire are valid. This sums up a total of 330 valid copies of both paper and online questionnaires. Valid questionnaire recycling rate is 82.5% at 95% confidence level, and the sampling error of this study is 5.39%.
RESULT AND DISCUSSION
All hypotheses of this study are as follows:
Hypothesis content Results
H1：Organizational climate has a significant impact on job involvement. Support
H1a：Interpersonal relationship has a significant impact on job involvement. Support
H1b：Organizational identification has a significant impact on job involvement. Support
H1c：Procedural norms have a significant impact on job involvement. Support
H1d：Interpersonal relationship has a significant impact on job involvement role. Support
H1e：Interpersonal relationship has a significant impact on job involvement setting. Support
H1f：Organizational identification has a significant impact on job involvement role. Support
H1g：Organizational identification has a significant impact on job involvement setting. Support
H1h：Procedural norms have a significant impact on job involvement role. Support
H1i：Procedural norms have a significant impact on job involvement setting. Support
H2：Organizational commitment has a significant impact on job involvement. Support
H2a：Value commitment has a significant impact on job involvement. Support
H2b：Effort commitment has a significant impact on job involvement. Support
H2c：Retention commitment has a significant impact on job involvement.
Support
H2d：Value commitment has a significant impact on job involvement role. Support
H2e：Value commitment has a significant impact on job involvement setting. Support
H2f：Effort commitment has a significant impact on job involvement role. Support
H2g：Effort commitment has a significant impact on job involvement setting. Support
H2h：Retention commitment has a significant impact on job involvement role. Support
H2i：Retention commitment has a significant impact on job involvement setting. Support
H3：Organizational climate has a significant impact on organizational commitment. Support
H3a：Interpersonal relationship has a significant impact on organizational commitment. Support
H3b：Organizational identification has a significant impact on organizational commitment. Support
H3c：Procedural norms have a significant impact on organizational commitment. Support
H3d：Interpersonal relationship has a significant impact on value commitment. Support
H3e：Interpersonal relationship has a significant impact on effort commitment. Support
H3f：Interpersonal relationship has a significant impact on retention commitment. Support
H3g：Organizational identification has a significant impact on value commitment. Support
H3h：Organizational identification has a significant impact on effort commitment. Support
H3i：Organizational identification has a significant impact on retention commitment. Support
H3j：Procedural norms have a significant impact on value commitment. Support
H3k：Procedural norms have a significant impact on effort commitment.
Support
H3l：Procedural norms have a significant impact on retention commitment. Support
H4：Organizational commitment has a mediation effect on organizational climate and job involvement. Partially supported
H5：Locus of control has a significant impact on job involvement. Support
H5a：Locus of external control has a significant impact on job involvement. Not support
H5b：Locus of internal control has a significant impact on job involvement. Support
H5c：Locus of external control has a significant impact on job involvement role. Not support
H5d：Locus of external has a significant impact on job involvement setting. Support
H5e：Locus of internal control has a significant impact on job involvement role. Not support
H5f：Locus of internal control has a significant impact on job involvement setting. Support
H6：Locus of control has an interference effect on organizationalclimate and job involvement. Not support
H6a：Locus of external control has an interference effect on organizational climate and job involvement. Not support
H6b：Locus of internal control has an interference effect on organizational climate and job involvement. Not support
H7：Locus of control has an interferenceeffect on organizational commitment and job involvement. Not support
H7a：Locus of external control has an interference effect on organizational commitment and job involvement. Not support
H7b：Locus of internal control has an interference effect on organizational commitment and job involvement. Support
Table 1. Hypothesis and regression results
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