| Summary: | 碩士 === 國立臺灣師範大學 === 運動休閒與餐旅管理研究所 === 105 === Reward Management system can not only attract talents but can also be a strategic tool to promote competiveness for the organization; whereas, the satisfaction of fringe benefits and rewards for employees would affect organizational recognition, so it would facilitate employees to show citizenship behavior and improve team work. The purpose of this research is to discuss the relationship among the reward management, the reward satisfaction, and organizational citizenship behavior of the expatriates in M department. Take expatriates of M department as objects, it utilizes survey sampling to collect datum, and employs SPSS Windows software to analyze datum by Descriptive statistics, t-test, analysis of variance, Pearson product-moment correlation coefficient and Regression Analysis. According to the research, it demonstrates that: primary expatriates of M department are male, aging between 41~50, mostly married, possessing master’s degrees, having work experiences between 10~20years (overseas embassies in North America are the majority). Moreover, most people are junior ranks and stayed in overseas embassies for at least 5 years. For M department, the scores of reward management and reward satisfaction are close to median while the recognition of organizational citizenship behavior tends to agreement. For reward management, academic qualifications and positions in overseas embassies show significant differences. For reward satisfaction, positions in overseas embassies have diversities. As for organizational citizenship behavior, it varies between different serving areas. It is obvious that reward management, reward satisfaction and organizational citizenship behavior demonstrate positive correlation, and reward management could be used to forecast organizational citizenship behavior. Based on this research, it recommends that M department should increase fringe benefits of reward management, value the importance of reward management, create a decent work atmosphere and make use of human resources technics. Future recommendation for follow-up researchers are as followed: they could expand the scale of the research and perform quantitative and qualitative research simultaneously.
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