A Study on the Relationship between Job Congruence and Organizational Commitment for Government Officers in Different Career Stages

• Main Authors: Wang, Yu-Min, 王裕民
• Other Authors: Chou, Ying-Chyi
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/66111907107465321258

碩士 === 東海大學 === 高階經營管理碩士在職專班 === 103 === People acquire information, accompanying information technology and internet speedily developed, in a more various and convenient way than before. Therefore, people need the government much more than they used to do. Some government officers, facing internal and external pressures, fail to achieve their job goals or work efficiency. This research aims to study if there is a relationship between job congruence and organizational commitment for government officers in different career stages. The government officer in this research refers to Article 3 of the Government Officer Law, which means the study focuses on the narrow sense of the government officer. In order to look into this relationship, the questionnaire is applied for investigation. 310 questionnaires in total were sent, and 301 valid ones were collected. However, the questionnaires referring to the disengagement stage were only 12. Invalid ones were 60. 72 were finally deleted. Valid questionnaires were 229 in total, being analyzed with reliability analysis, validity analysis, descriptive statistics, variance analysis and correlation analysis by SPSS. The samples of the disengagement stage were not enough. Therefore, only 3 career stages will be included in the research, i.e. exploration, establishment, and maintenance stages, whereas the disengagement stage would be excluded. The demonstrations are shown below. I. Government officers' job congruence and organizational commitment at different career stages are significantly different. II. Job congruence and organizational commitment significantly impact government officers at different career stages, government officers in the exploration and maintenance stages significantly correlating job congruence and organizational commitment. III. Field and office government officers in the establishment stage insignificantly deviate from job congruence and organizational commitment. Overall, the government officers in different career stages, positively correlate job congruence and organizational commitment. That means the higher job congruence the government officers have, the higher organizational commitment they response. However, the government officers in the establishment stage lowly correlate job congruence and organizational commitment. Through dividing field and office government officers and analyzing the deviation between variables, the result is not significant. The following researches will be expected to look into other factors to promote job congruence and organizational commitment of the government officers in the establishment stage, suggesting helpful direction for Human Source of Central and Local Governments and academic institutions.