The Study of Job Satisfaction and Job Involvement of the Employee in Coast Guard of R.O.C：The Case in Kaohsiung Area

• Main Authors: Chun-Mai Chen, 陳君邁
• Other Authors: Bih-Shiaw Jaw
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/82218926589524160396

碩士 === 國立中山大學 === 人力資源管理研究所 === 90 === Facing trend of globalization, each government actively upgrade its added value for competitiveness enhancement. In response to these, the spindle of growth value is to accomplish “miniature but magnificent government.” In other words, government reengineering not only emphasizes on organizational reengineering but the most important is to changes the mindset and constitution of “not action” and “authority maximization but reject change” through the process of reengineering in order to enhance the government effectiveness and decision quality. The most serious organizational reengineering for government institution is department regroup and elimination that affects a lot on rights of employee. In addition, the process and outcome of this kind of reengineering cannot be controlled by executive and management. This research was to understand how a government strengthens and increases loyalty and working desire of employees with different attitude under uncertainty of current organization, tasks, and regulations so that to increase competitiveness and overall performance. In this research, personal factor was an independent variable, job satisfaction and devotion was middle variable, was to probe into whether performance would be effected by job satisfaction and devotion in an organization reengineering. The research conducted questionnaire and its target group of this research was mainly focus on coast guards located in Kaohsiung of Coast Guard Administration. Data analysis of this research adopted descriptive statistics, factor analysis, credibility analysis, independent sample T-test, one-way analysis of variance, regression analysis, and etc.. The way used to analyze the collected data was firstly to describe scores of each variable in sample and secondly by one-way analysis of variance to test significant difference between personal variable on job satisfaction/ devotion and performance. Meanwhile, multiple regression analysis was used to analyze effect and prediction among aspects of job devotion, job satisfaction, and performance and used to explore significant effect on job satisfaction, devotion and performance under organization realignment circumstances. The results of research showed that: (1) different personal variables have significant difference on work achievement and influence power which on aspects of job satisfaction; (2) department code under personal variables is significant different on job devotion; (3) academic level and gender have significant difference on job performance; (4) job autonomy and development, leadership satisfaction, achievement, influence power and evaluation which under aspects of job satisfaction are significant different on job devotion; (5) achievement which under job satisfaction has significant difference on performance; (6) job devotion has no significant difference on job performance. Based upon above-mentioned results, hereunder have some suggestions along with this research: (1) Manager or supervisor should pay more attention on employee needs and feedback to higher management team for improvement in order to shorten the period of adaptation of organization reengineering. (2) Increasing number of training courses on different professions will strengthen job adaptability and ability of supervision. By doing this, employees will accomplish their task smoothly and appropriately, and meanwhile to gain recognition and rewards from society. (3) Refining process of performance management and appraisal. One of performance management purpose is to feedback on employee hard working, attendance, and job outcome in timely manner so that job performance can be truly affected by employee job devotion. Hence, to add or remove evaluation items will be able to guide and lead our colleagues to learn and reinforce taking responsibility of value of social mainstream. (4) To praise, admire, and recognize excellent employee publicly will promote job achievement and performance.