組織公平對工作投入與工作績效關係之研究-以K公司業務人員為例

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：19

、訪客IP：18.189.171.102

姓名

郭志權(Chih-Chuan Kuo) 查詢紙本館藏

畢業系所

人力資源管理研究所在職專班

論文名稱

組織公平對工作投入與工作績效關係之研究-以K公司業務人員為例
(Research on organizational justice with respect to work performance and work devotion ratio - a study of Company K and its employee associates)

相關論文

★ 航空運輸業之空服人員甄選成績與工作績效之探討	★ 企業內部人力資源入口網站使用者滿意度調查–以A公司為例
★ 業務人員職能量表之建立-以某電子科技公司為例	★ 員工內部行銷知覺、組織承諾與離職傾向之關係研究─以某科技公司為例
★ 研發人員創造力人格特質、工作價值觀對工作績效之影響-以某高科技研究機構為例	★ 導入目標管理於中高階主管績效考核過程探討之研究-以某化工公司為例
★ 組織生涯管理對組織承諾影響之探討-以A公司為例	★ 導入以職能為基礎之評鑑中心可行性研究－－以銀行業為例
★ 360 度管理職能評鑑與受評者自我覺察能力之探討－個案公司跨年度研究	★ 人力資源管理措施變革規劃與實施成效評估
★ 人力資源管理措施與工作態度之相關性研究-以城邦出版控股集團為例	★ 績效衡量指標變革對組織績效之影響探討--以某快餐連鎖企業為例
★ 新創事業產品策略、組織發展與組織能力探討－以A公司為例	★ 資材組織之整合過程與效益評析-以某高科技研究機構為例
★ 壽險業務員人格特質與工作績效之關聯性研究－以國內個案壽險公司為例	★ 業務人員職能與業務績效相關性之研究-以M公司為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

教科書出版產業，是一種教育政策敏感度高、知識技術密集、高度服務性與同業競爭性高的產業，對於深具產業特性之業務人員而言，組織如何創造組織公平，使業務人員瞭解努力工作結果，是可以得到預期且公平的回饋，進而積極投入工作，達成組織目標與提昇工作績效。本研究將針對組織公平對工作投入與工作績效之相關性進行探討，並分析業務人員之工作投入在組織公平對工作績效影響關係中，是否具有中介效果。
本研究共發出207份問卷。在問卷回收方面，共回收196份，回收率為94.7％。經分析後，主要結果發現如下：
一、年齡30歲以下者，分別對程序公平與互動公平的知覺最高，這反映此年齡層
在對於上級領導之間有不同意見時，希望能有充份表達意見的機會，同時在執行程序或作決策時對下屬是否有禮貌、是否尊重對方等也是很在意的。
二、組織公平對工作績效有極顯著正向影響，當組織公平程度越高，其工作績效越佳。
三、組織公平與工作投入間顯著正相關影響，表示當受試者對組織公平的認知增加，將有助於員工展現角色外的行為，員工會以更高的工作表現來回饋組織。
四、組織公平對工作績效有極顯著的正向影響，在加入工作投入後，組織公平與工作績效更顯著，即是員工愈能認同組織的薪酬與激勵措施，願意繼續為組織的利益付出更多努力，則對員工之工作表現會有正面的效果。

摘要(英)

The educational publishing industry has a heightened sensitivity towards educational policy, a tremendous concentration of industry-specific knowledge and skills, a high expectation of service orientation, and is immensely competitive. For those employee associates familiar with the industry, the proper execution of organizational justice can help their employees see that their work devotion is in direct proportion to fair and expected return, and therefore, improve efficiency in meeting job performance objectives. Our study aims to discuss the effect that organizational justice has on work devotion and job performance, to further analyze employee work devotion and its correlation with organizational justice, and to discover whether a confounding effect exists.
Our study issued questionnaires to 207 participants. Of those, 196 were returned, with a returned ratio of 94.7%. The analyzed results are as follows:
1. Participants in the under 30 age group showed the highest sensitivity towards awareness of organizational justice and fair interaction, leading to the conclusion that people in this age group expect the opportunity to express themselves when a disagreement exists between them and the company hierarchy. At the same time, they also pay particular attention to the level of respect exhibited by their superiors in both the decision making process and at the execution stage.
2. Organizational justice has a clear and positive correlation to job performance: When the level of organizational justice is high, job performance increases.
3. There also exists a positive correlation between organizational justice and work devotion. This study has shown that employees with a better recognition of organizational justice go beyond their job requirements in contributing to the company.
4. Organizational justice has a clear, significant, and positive effect on job performance. When the factor of job devotion is also considered, the effect organizational justice has on job performance is even more pronounced. In other words, the higher the "buy-in" from employees through their incentive and reward systems, the better their work performance and willingness to contribute towards the company’s success.

關鍵字(中)

★ 組織公平
★ 工作投入
★ 工作績效

關鍵字(英)

★ organizational justice
★ work devotion
★ job performance

論文目次

第一章緒論．．．．．．．．．．．．．．．．．．．．．1
第一節研究背景與動機．．．．．．．．．．．．．．．．1
第二節研究目的．．．．．．．．．．．．．．．．．．．3
第三節研究範圍與對象．．．．．．．．．．．．．．．．3
第四節研究流程與步驟．．．．．．．．．．．．．．．．4
第二章文獻探討．．．．．．．．．．．．．．．．．．．6
第一節組織公平．．．．．．．．．．．．．．．．．．．6
第二節工作投入．．．．．．．．．．．．．．．．．．．11
第三節工作績效．．．．．．．．．．．．．．．．．．．17
第四節各變數之間關係．．．．．．．．．．．．．．．．21
第三章研究方法．．．．．．．．．．．．．．．．．．．24
第一節研究架構．．．．．．．．．．．．．．．．．．．24
第二節研究假設．．．．．．．．．．．．．．．．．．．25
第三節研究變項操作型定義與測量工具．．．．．．．．．26
第四節研究對象與資料蒐集方法．．．．．．．．．．．．28
第五節資料分析與統計方法．．．．．．．．．．．．．．28
第四章研究結果與分析．．．．．．．．．．．．．．．．30
第一節敘述統計分析．．．．．．．．．．．．．．．．．30
第二節信度分析．．．．．．．．．．．．．．．．．．．34
第三節個人屬性之變異數分析．．．．．．．．．．．．．35
第四節變項間之相關分析．．．．．．．．．．．．．．．40
第五節各研究變項間之題項分析．．．．．．．．．．．．43
第六節迴歸分析．．．．．．．．．．．．．．．．．．．46
第七節工作投入之中介效果分析．．．．．．．．．．．．53
第五章研究結論與建議．．．．．．．．．．．．．．．．55
第一節研究結論．．．．．．．．．．．．．．．．．．．55
第二節實務管理意涵與建議．．．．．．．．．．．．．．58
第三節研究限制．．．．．．．．．．．．．．．．．．．60
參考文獻．．．．．．．．．．．．．．．．．．．．．．61
附錄．．．．．．．．．．．．．．．．．．．．．．．．69

參考文獻

一、中文部分
1.方慈霞（2011），領導風格、工作動機對工作投入之影響－以組織公平為調節變項，國立中山大學人力資源管理研究所碩士論文。
2.江美惠（2012），工作投入與工作滿足對工作績效的影響－以A券商中部地區業務員為例，逢甲大學經營管理碩士在職專班碩士論文。
3.吳智偉（2009），組織變革認知與工作績效之研究-以空軍某基地後勤人員為例，玄奘大學國際企業學系碩士論文。
4.李江山（2004），大陸車廠員工人力資源管理措施的評價對工作投入影響之探討，國立中央大學高階主管企管碩士班碩士論文。
5.李金波、許百華、陳建明（2006），影響員工工作投入的組織相關因素研究，應用心理學，12（2），176-181。
6.李政謙（2011），電視記者工作價值觀、組織承諾與工作績效關係之研究，高雄師範大學成人教育研究所碩士論文。
7.周淑卿（2003），今是昨非。抑或昨是今非？教科書一綱多本爭議之分析，國立編譯館館刊，第31卷，復刊號，12-21。
8.林鉦棽（2004），休閒旅館從業人員的組織公正、組織信任與組織公民行為關係：社會交換理論觀點的分析，中華管理學報，第5卷，第一期，91-112。
9.張振豪（2004），探討薪酬制度與公平理論對工作投入之影響－以台灣地區飯店員工為例，義守大學工業工程管理研究所碩士論文。
10.許道然（2005），激勵士氣策略。空大學訊，347，117-125。
11.陳昭儒（2003），工作動機、工作投入與工作績效之關聯性研究－以某鋼鐵公司KT 廠為例，國立中正大學企業管理研究所碩士論文。
12.陳國聲（2004），定期契約工之組織公平認知與工作績效關係之研究－以旗勝科技股份有限公司為例，義守大學管理研究所碩士論文。
13.陳淑嬌（1989），國民中學校長領導型式、教師工作投入與組織效能關係之研究，高雄師範大學教育研究所碩士論文。
14.馮采鈴（2009），國小特教教師組織公平與組織承諾之研究，國立臺灣師範大學特殊教育學系身心障礙特教教學碩士論文。
15.黃同圳，Lloyd L. Byars, Leslie W.Rue（2006），人力資源管理：全球思維－本土觀點，三版，台北市，麥格羅希爾。
16.黃家齊（2002），人力資源管理系統與組織績效－智慧資本觀點，管理學報，第19卷，第三期，41-50。
17.黃培文（2004），工作適性的組織、群體及職務層次對工作滿意、工作績效與工作轉換意圖的同時效果—以台灣旅館業餐飲部員工為例，國立中山大學人力資源管理研究所博士論文。
18.溫金豐、錢書華（2002），報酬結構、認知公平與研發人員績效關係之研究：以某高科技研究機構為例。人力資源管理學報，2002年春季號，第2卷，第一期，19-35。
19.劉家宗（1998），員工對績效考核之認知與工作態度之相關研究－台電公司某發電廠為實證研究對象，逢甲大學企業管理學研究所碩士論文。
20.劉博志（2008），證券營業員對跨售業務之薪酬滿足、教育訓練與工作投入、工作績效關聯性之研究－以某綜合證券公司為例，國立中山大學人力資源管理研究所碩士論文。
21.歐用生（1997），教科書事件評議，國民教育，第37卷，第三期，3-10。
22.鄭瀛川（2006），績效管理練兵術，汎果國際文化事業有限公司出版。
23.鍾娉華（2005），人力資源管理措施知覺對員工工作績效之影響－工作投入及組織承諾之中介效果分析，國立中央大學人力資源管理研究所碩士論文。

二、英文部分
1.Adams, J. S. (1965), Inequity in Social Exchange. In L. Berkowite (ed.), Advances in Experimental Social Psychology, 2, 267-299, New York: Academic Press.
2.Alkandari, J. Y. (1983). Alienation in the workplace: A comparative study between Kuwaiti and non-Kuwaiti workers. (DAO No. AAT 8400870).
3.Ambrose, M. L., & Schminke, M. (2009). The Role of overall justice judgments in organizational justice research. A test of mediation Journal of Applied Psycholoy, 94(2), 491-500.
4.Apple, M. W.(1982). Education and power. Boston: Routledge & Kegan Paul.Apple, M. W. & Christian-Smith, L. K. (1991). The politics of the textbook. In Apple, M. W. & Berrin, E., R. C. Liden, & M. L Kraimer (2006), Justice and Leader-member Exchange: the Moderating Role of Organizational Culture. Academy of Management Journal. 49(2), 395-406.
5.Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator va-riable distinction in social psychological research: Con-ceptual, strategic, and statistical considerations.
6.Batlis, N. C. (1980). Job involvement and locus of control as moderators of role-perception/individual-outcome relationships. Psychological reports, 46(1), 111-119.
7.Becker, T. E., Billings, R. S., Eveleth D. M., & Gilbert, N. L. (1996). Foci and bases of employee commitment: Implications for job performance. Academy of Management Journal, 39(2), 464- 482.
8.Bies, R. J. and Moag, J. S. (1986), “Interactional justice：communication criteria of fairness.” Research on Negotiation in Organizations, 1, 43-55.
9.Black JS, Gregersen HB. 1997. Participative decision-making: an integration of multiple dimensions. Human Relations 50(7): 859–879.
10.Blau, G. J., & Boal, K. B. (1987). Conceptualizing how job involvement and organizational commitment effect turnover and absenteeism. Academy of management review, 12(2), 288-300.
11.Borman, W. C. & Motowidlo, S. J., 1993. Expanding the criterion domain to include elements of contextual performance. In N.Schmitt W. C. Borman, & Associates, (Eds.), Personnel Selection in Organization, San Francisco: Joseey-Bass: 71-98.
12.Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10, 99-109.
13.Borman, W.C. & Motowidlo, S.J. (1993).Expanding the criterion domain to include element ofcontextual performance. In N. Schmitt, W.C. Borman, & Associates, Personnel Selection in Organization,San Francisco: Jossey-Bass, 71-98.
14.Boyatzis, R.E. (1982). The Competent Manager: A Model for Effective Performance, John Wiley & Sons, New York, NY.
15.Brouther, K. D. (2002). Institutional, Cultural and Transaction Cost Influences onEntry Mode Choice and Performance. Journal of International Business Studies. 33(2), 203-223.
16.Campbell, J. P. (1983). Some Possible Implications of “Modeling” for the Conceptualization of Measurement. In F. Landy, S. Zedeck, & J. Cleveland(Eds.), Performance Measurement and Theory, 277-298. Hillsdale, NJ: Lawrence Erlbaum Associates, Inc.
17.Campbell, J.P., Modeling the Performance Prediction Problem in Industrial and Organization Psychology, In Dunnette M.D. & L.M. Hough (Eds.), Handbook of Industrial and Organization Psychology (2nd ed.), Palo Alto, CA: Consulting Psychologists Press, 1, (1990) 687-732.
18.Castro,S.L.,Douglas,C.Hochwarter,W.A.,Ferris.G.R.& Frink,D.D(2003)，The effect of positive affect and gender on the influence tactics-job Performance relationship,Joumal of Leadership and Organizational Studies, 10, 1-18.
19.Cropanzano, R., Bowen, D.E., & Gilliland, S.W. (2007). The management of organizational justice. Academy of Management Perspectives, 21, 34-48.
20.Cropanzano, R.. & Folger, R. (1989), Referent cognitions and task decision autonomy: Beyond equity theory. Journal of Applied Psychology, 74, 293-299.
21.Dailey, R., and Kirk, D. (1992), “Distributive and procedural justice and antecedents of job satisfaction and intend to turnover”. Human Relations, Vol. 45 (3):305-317.
22.Deluga, R. J.（1994）.Supervisor trust building, leader -member exchange and organizational citizenship behavior. Journal of occupational and Organizational Psychology,67,315-326
23.Dubin, R. (1956). Industrial workers’ worlds: A study of the central life interests of industrial workers. Social Problems, 3(1), 131-142.
24.Eisenberger, R., Huntington, R. S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507.
25.Folger, R. & Greenberg, J. (1985), “Procedural justice: An interpretative analysis of personnel systems.”,Research in Personnel and Human Resource Management, 3, 141-183.
26.Greenber, J.(1987), “A Taxonoumy of organizational Strategy, And Firm Performance ”, Ohio:South-Western Publishing co.
27.Greenberg, J. (1993). The social side of fairness: Interpersonal and informational classes of organizational justice. In R. Cropazano (Ed.), Justice in the Workplace: Approaching Fairness in Human Resource Management, 79-103.Hillsdale, NJ: Lawrence Erlbaum Associates.
28.Hall, D. T., & Mansfield, D. (1975). Relations of age and seniority with career variables of engineers and scientists. Journal of Applied Psychology, 60, 201-210.
29.Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
30.Heneman, H.G. & Judge, T.A. (2009). Staffing Organizations. McGraw-Hill/Irwin, Boston.
31.Hockwarter W.A., Witt & Kacmar K.M. (2004), Perceptions of organizational 133 polities as moderator of the relationship between conscientiousness and job performance,Journal of Applied Psychology, 85, 472-478.
32.Homans, G. C. (1961), Social Behavior: Its Elementary Forms, New York: Harcourt, Brace, and World.
33.Jones, A. P., James, L. R., ＆ Brunni, J. R. (1975). Perceived leadingship behavior and employee confidence in the leader as moderate by job involvement. Journal of Applied Psychology, 60, 149-156.
34.Judge, Timothy A. and Joyce E. Bono. (2001). Relationship of Core Self-Evaluation-self-Esteem, Generalized Self-Efficacy, Locus of Control, and Emotional Stability-with Job Satisfaction and Job Performance: A Meta-Analysis. Journal of Applied Psychology, 86(1), 80-92.
35.Kanungo, R. N. (1979). The concepts of alienation and involvement revisited. Psychological bulletin, 86(1), 119-138.
36.Kim, W. C., & Mauborgne (1997). “Fair Process: Managing in the Knowledge”, Harvard Business Review, July-August.
37.Kim, W. C., and Mauborgne R. A., (1993) “Procedural Justice,Attitudes, and Subsidiary Top Management Compliance with Multinationals’ Corporate Strategic Decisions,” Academy of Management Journal, 36, 502-526.
38.Kirkpatrick, C. L. (2007). To Invest, Coast or Idle: Second-stage Teachers Enact their Job Engagement. Paper presented at the American Educational Research Association Annual Conference.
39.Konovsky, M. A., & Pugh, S. D. (1994). Citizenship behavior and social exchange. Academy of Management Journal, 37, 656-669.
40.Kreitner, R., & Kinicki, A. (2004). Organizational behavior. McGraw-Hill Higher Education.
41.Krings, F. and Facchin, S. (2009). Organizational justice and men’s likelihood to sexually harass：The moderating role of sexism and personality. Journal of Applied Psychology, 94(2), 501-510.
42.Lassk, F. G., Marshall, G. W., Cravens, D. W., ＆ Moncrief, W. C. (2001).Salesperson job involvement: A modern perspective and a new scale. The Journal of Personal Selling and Sales Management, 21(4), 291-302.
43.Lauer, D. A. (1981). An analysis of individual difference and job contextvariables in relation to job involvement with particular emphasis onsex difference. (DAO No. AAT 8208977).
44.Lawer, E. E., & Hall, D. T (1970). Relationsship of job characteristics to job involvement satisfaction and intrinsic motivation. Journal of Applied Psychology,54(4), 305-312. Lawler, E. E. & Hall, D. T.,1970 ,Relationship of job characteristic to job involvement, satisfaction, and intrinsic motivation, Journal of Applied Psychology, 54, 305-312.
45.Lee,Y.D.,Lain,J.W.& Chen,C.Y.(1999),A study on the mwasurement of Productivity for white-collar employees:a case of electronic industry in Taiwan, The Chinese Military Academy Joumal, 345-361.
46.Lodahl, T. M., ＆ Kejner, M. (1965). The definition and measurement of job involvement. Journal of Applied Psychology, 44, 24-33.
47.Lodahl, T.M., & Kejner, M. (1965). The definition and measurement of job involvement. Jounal of Applied Psychology, 49(1), 24-33.
48.Mannheim, B. A. (1975). A comparative study of work centrality, job rewards and satisfaction.Sociology of Work and Occupations, 2, 79-102.
49.Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, M. S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships, Academy of Management Journal, 43(4), 738.
50.Matarasso, F. et A. Pilling (1999), The Belgrade Theatre, A firrt Social Audit l 998-99, Study supported by The Arts Council of England. Stroud, Comedia.
51.May, D.R., Gilson, R.L., & Harter, L.M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, 77, 11–37.
52.McCrae R. R. and Costa P. T., Jr.(1992). “An Introduction of the Five-Factor Model and Its Applications.” Journal of Personality, 60, 175–215.
53.McCrae R.R., Costa P.T., Busch C.M.,(1986). Evaluating Comprehensiveness in Personality Systems: The California Q-set and the Five-Factor Model. Journal of Personality, 54, 430-446.
54.Mitchell, T.R.Smyser, C.M.and Weed, S.E. (1975). Locus of Control：Supervision and Work Satisfaction. Academy of Management Journal, 18, 623-654.
55.Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology 76, 845–855.
56.Moorman, R. H.（1993）, The Influence of Cognitive and Affective Based Job Satisfaction on the Relationship between Satisfaction and Organizational Citizenship Behavior, Human Relations, 46, 759-776.
57.Motowidlo, S. J. and J. R. Van Scotter.(1994), Evidence that Task Performance Should Be Distinguished from Contextual Performance, Journal of Applied Psychology, 79(4), 475-480.
58.Niehoff, B. P. & Moorman, R. H.(1993), Justice as a Mediator of the Relationship between Methods of Monitoring and Organizational Citizenship Behavior, Academy of Management Journal, 36, 527-556.
59.Noe, Hollenbeck, Gerhart & Wright(2006), Human Resource Management 5th ed, NY:McGraw-Hill/Irwin.
60.Ones, D.S., Viswesvaran, C., &Schmidt, F.L. (1993).Comprehensive meta-analysis of integrity test validities: Findings and implications for personnel selection and theories of job performance (Monograph).Journal of Applied Psychology, 78,679-703.
61.Pfeffer, J. (1994). Competitive Advantage Through People: Unleashing the Power of the Work Force. Boston: Harvard Business School Press.
62.Poter, L. ＆ Lawler, E.(1968), Managerial Attitutes and Performance, Homewood, III, Richard D. Irwin., 165.
63.Rabinowitz , S . , & Hall , D. T. (1977) . Organizational research on job involvement. Psychological Bulletin, 84( 2 ) , 265 -288.
64.Reitz, H. J. and Jewell, L. N. (1979). Sex, locus of control and job involvement: A Six-Country Investigation. Academy of Management Journal, 22(1), 72-80.
65.Riipinen, M (1997). The relationship between job involvement and well-being . Journal of Psychology,131, 81-89.
66.Robbins, S. P. (2003). Organizational Behavior, 10th ed., New Jersey: Prentice-Hall.
67.Robbins, S.P.(1998), Organizational Behavior,8 th Edition, Upper Saddle River, NJ：Prentice Hall International.
68.Robbins, Stephen P.(1992), Management, 4th ed., Englewood Cliffs, New Jersey: Prentice Hall Inc.
69.Robinowitz, S., & Hall, D. T. (1977). Organizational research on job involvement. sychological Bulletin, 84(2), 265-288.
70.Ruh, R. A., White, J. K. & Wood, R. R. (1975). Job involvement, values, personal, background, participation in decision making and job attitude. Academy of Management Journal, 18(2), 300-312.
71.Schermerhorm, J. R. (1999). Management for Productivity, 3rd Edition, New York：John Wiley & Sons.
72.Schwyhart, W. R., ＆. Smith, P. C. (1972). Factor in the job involvement of middle management. Journal of Applied Pschology, 3, 230.
73.Shah, S. A., Waqas, M., & Saleem, R. (2012). Organizational justice and job satisfaction: The mediating role of trust in supervisor. International Journal of Human Sciences, 9(1), 672-721.
74.Shooshtarian, Z., Ameli, F., & Aminilari, M. (2013). The Effect of Labor′s Emotional Intelligence on Their Job Satisfaction, Job Performance and Commitment. Iranian Journal of Management Studies (IJMS) 6(1), 29-45.
75.Spector, P. E., (1988), Development of the Work Locus of Control Scale, Journal of Occupational Psychology, 61：335-340.
76.Taylor, John B., (1993)Discretion Versus Policy Rules in Practice, Carnegie-Rochester Conference Series on Public Policy 39: 195-214.
77.Thibaut, J. & Walker L. (1975). Procedural justice: A psychological analysis. Hillsdale,NJ: Lawrence Erlbaum Associates.
78.Tubre,T.C.& Collins,J.M.(2000),Jack and Schuler(1985)revisited:a meta-analysis of the relationships between role ambiguity,role conflict,and job performance,Journal of Management, 26, 155-169。
79.Vroom, V.H. (1964),Work and Motivation. New York: John Wiley & Sons.
80.Vroom,V. H. (1962). Ego-involvement、Job Satisfaction and Job Performance, Personnel Psychology.
81.W.Chan Kim and Renee Mauborgne (2005)，藍海策略：開創無人競爭的全新市場，台北市：天下遠見。
82.Walumbwa, F. O., Cropanzano, R., & Hartnell, C. A. (2009). Organizational justice, voluntary learning behavior, and job performance: A test of the mediating effects of identification and leader-member exchange. Journal of Organizational Behavior, 30(1), 1103-1126.
83.Yucel, I.; and Bektas, C., (2012), Job satisfaction, organizational commitment and demographic characteristics among teachers in Turkey: Younger is better?, Procedia - Social and Behavioral Sciences, 46, 1598-1608.

指導教授

黃同圳、鄭晉昌(Tung-Chun Huang Jihn-Chang Jehng)

審核日期

2015-7-7

推文