| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 87 === This study examines the impact of personal characteristics, job characteristics, and leadership pattern on job satisfaction, as well as the relationship among job characteristics, leadership pattern, job satisfaction and organizational commitment. In this study, organizational commitment were analyzed at two levels — commitment to the department and commitment to the organization. Besides, the researcher focuses the scope of the study on public sector other than business sector by using data from 788 respondents working as HR staffs or specialists in varying local government organizations in Taiwan. In addition, special attention is paid to explore whether or not the extent of the organizational commitment perceived by HR staffs is significant different from the extent of departmental commitment perceived by them .
The empirical findings of the data analyses are summarized as follows:
1. Overall, some supportive results of this study illustrate
the significant difference in job satisfaction among diverse
personal characteristics.
2. Leadership patterns have made significant difference in job
satisfaction. Of the four leadership patterns, HR staffs
under high-consideration and high-initiating-structure
perceive greater extent of job satisfaction than those who
under any other leadership patterns..
3. Consistent with much of the past research, the levels of
consideration and initiating-structure of HR executives have
positive impacts on the job satisfaction of HR staffs.
Additionally, in job characteristics, autonomy, feedback and
friendship opportunities positively influence job
satisfaction; dealing with others, however, has a negative
impact on job satisfaction.
4. Some job characteristics have positive impact on
organizational commitment, so is job satisfaction of staffs.
The levels of consideration of HR executives positively
influence departmental commitment. Further, in job
characteristics, autonomy and dealing with others are
positively associated with departmental commitment;
friendship opportunities, contrarily, is negatively
associated with departmental commitment. Moreover, job
satisfaction has a positively impact on departmental
commitment.
5. In this research, staffs significantly perceive more extent
of commitment to organization than that of commitment to
department.
Finally, implications for both academics and practitioners are provided.
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