A Study on Organizational Commitment, Learning, and Performance of Non-Profit Institutes—With Rotary International Taiwan as an Example

• Main Authors: SHU-WEI CHOU, 周淑微
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/94352294628299599919

碩士 === 國立中正大學 === 成人及繼續教育所 === 93 === The target of this study is the members of Rotary International Taiwan. The study is focused on the relations between the organizational commitment, learning, and performance of the institute. The purpose is to provide the Rotary (Non-Profit Organizations’) conductors and members with reference materials of boosting commitment, learning and performance. To fulfill the purpose, Survey Research is selected as the main method of this study after a serial related studying. On the other hand, “The Study Questionnaire of Organizational Commitment, Learning, and Performance” is gradually used to collect information. Through evaluating the content validity and analyzing the items and factors of the pre-test result, we can promote the Reliability and Validity of the questionnaire. The result shows that the Reliability and Validity of the study method is efficient. Through randomly sampling 50% from the population, we collected 333 valid samples at the Recovery rate of 53%. The twelve following points are concluded from analyzing the statistics: 1. Rotary members have good awareness of the organizational commitment. 2. The organizational learning among Rotary members is running well. 3. Rotary has fair organizational performance. 4. The difference in education level, job position, member population, and history of an organization brings different outcomes of the organizational commitment. 5. The joining duration, member population, and history can vary the awareness of organizational learning. 6. The member population and history of the organization have influence on the organizational performance. 7. There is an outstanding positive relativity between the organizational commitment, leaning, and performance. 8. The Personal factor (member population), commitment (to value and employment), and learning (mind-opening, committing to learning, vision-sharing, and group study) can highly predict the organizational performance. 9. The Personal factor (member population), organizational commitment (to value), and learning (mind-opening, committing to learning, and vision-sharing) can highly predict the financial performance. 10. The Personal factor (member population), organizational commitment (to employment), and learning (vision-sharing, group study, mind-opening, and committing to learning) can highly predict the business performance. 11. The Personal factor (member population), organizational commitment (to efforts and employment), and learning (vision-sharing, group study, and mind-opening) can highly predict the over-all satisfaction. 12. The vision-sharing aspect of organizational learning has the highest predictive power over performance. According to the conclusion, the following suggestions have been made for three subjects: Rotary (non-profit organization), Rotary (non-profit organization) conductors, and Rotary (non-profit organization) members. 1. for Rotary (non-profit organization): A. Build an organizational learning model. B. Create an environment with high organizational commitment. 2. for Rotary (non-profit organization) conductors: A. Create a mind-opening atmosphere. B. Promote the members’ organizational commitment through multi-dimensional activities. 3. for Rotary (non-profit organization) members: A. Form organizational commitment by sharing visions. B. Apply the organizational learning model.