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Job satisfaction and the organizatio...

Tsai, Mao-Hsiung.

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Job satisfaction and the organization-person fit in Taiwan.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Job satisfaction and the organization-person fit in Taiwan./
作者:	Tsai, Mao-Hsiung.
面頁冊數:	97 p.
附註:	Source: Dissertation Abstracts International, Volume: 60-07, Section: A, page: 2583.
Contained By:	Dissertation Abstracts International60-07A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9938889
ISBN:	0599401966

Job satisfaction and the organization-person fit in Taiwan.
Tsai, Mao-Hsiung.

Job satisfaction and the organization-person fit in Taiwan. - 97 p.

Source: Dissertation Abstracts International, Volume: 60-07, Section: A, page: 2583.

Thesis (D.B.A.)--Nova Southeastern University, 1999.

This research explored job satisfaction and organizational commitment by evaluating the critical factors involved in the person organization fit within a large major corporation in Taiwan. The level of organization-person fit and the relationship to job satisfaction was measured and the results indicate that the lower the job satisfaction, the higher the turnover rate and absenteeism rates. Further, a better job fit was found to result in a higher level of organizational commitment on both the normative and instrumental dimensions of organizational commitment. Managers shared the organizational values more if the level of job fit was higher and saw the organizational rewards system more positively. The managers in the general population, rather than managers from the accounting or financial sector, were more likely to support the organizational values. The reverse was true for organizational commitment.

ISBN: 0599401966Subjects--Topical Terms:

626628
Business Administration, Management.

Job satisfaction and the organization-person fit in Taiwan.
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245 1 0 $a Job satisfaction and the organization-person fit in Taiwan.
300 $a 97 p.
500 $a Source: Dissertation Abstracts International, Volume: 60-07, Section: A, page: 2583.
500 $a Adviser: Colin Silverthorne.
502 $a Thesis (D.B.A.)--Nova Southeastern University, 1999.
520 $a This research explored job satisfaction and organizational commitment by evaluating the critical factors involved in the person organization fit within a large major corporation in Taiwan. The level of organization-person fit and the relationship to job satisfaction was measured and the results indicate that the lower the job satisfaction, the higher the turnover rate and absenteeism rates. Further, a better job fit was found to result in a higher level of organizational commitment on both the normative and instrumental dimensions of organizational commitment. Managers shared the organizational values more if the level of job fit was higher and saw the organizational rewards system more positively. The managers in the general population, rather than managers from the accounting or financial sector, were more likely to support the organizational values. The reverse was true for organizational commitment.
520 $a The level of job satisfaction was higher for the general population managers than for the finance sector managers. At the same time the organizational commitment was higher for the general manager population when the commitment we related to organizational values but lower in terms of the instrumental aspect which relates to the managers' responses to the rewards the individuals received from the organization. These findings appear to support the idea that there is a relationship between the amount of time spent preparing for a specific profession and job satisfaction and organizational commitment.
520 $a These findings show that organization-person fit can have an impact on job satisfaction, organizational commitment and other job performance factors. The organization-person fit within the organization has a very strong impact on both organizational commitment and job satisfaction for all managerial employees. Specifically, a good organization-person fit will result in greater job satisfaction, greater organizational commitment, lower turn over rates and less absenteeism. These results suggest that organizations pay special attention to the organization-person fit during the selection process of employees, management training and also the development of employees. Failure to create and maintain a god organization/individual fit will result in the reduction of the organizations' effectiveness.
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