The Relationships Among Social Capital,Coworkers’Organizational Citizenship Behavior,Organizational Culture and Employee Effectiveness：A Study on the Hospitality Institutions in Taiwan

• Main Authors: HUANG LIN YU, 黃琳瑜
• Other Authors: TSAI CHI TUNG
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/16342511327118683802

碩士 === 輔仁大學 === 餐旅管理學系碩士班 === 93 === 　　This study mainly explores the relationships among social capital, coworkers’ organizational citizenship behavior, organizational culture and employee effectiveness based on the employees of hospitality industries. Besides, the mediating effect of coworkers’ organizational citizenship behavior is also explored in this study. Finally, it wants to investigate the effects of social capital on organizational commitment and job performance are moderated by organizational culture. Datas are collected from the employees of hospitality industries in Taiwan, and 467 of responded questionnaires were fully completed. 　　Results show that social capital(social interaction and trust) affect coworkers’ organizational citizenship behavior, organizational commitment and employee effectiveness. Social capital and coworkers’ organizational citizenship behavior relates positively to organizational commitment. Social capital promotes the staff to interact activities and exchange the trust, further drove the staff unfolds the coworkers’ organizational citizenship behavior, and promotes the staff to be loyal and commitment to the organization. Coworkers’ organizational citizenship behavior relates positively to organizational commitmant. Between the staff mutually shows loving care and assist to promote the organizational commitment of the staff in the organization. Social interaction of social capital relates positively to job performance. But the trust of social capital have no relationships to job performance. Therefore trust foundation among the staff certainly cannot directly affect job performance of the employee. 　　The effects of social capital on organizational commitment are mediated by coworkers’ organizational citizenship behavior. But the effects of social capital on job performance are not mediated by coworkers’ organizational citizenship behavior. The effects of social interaction on organizational commitment are moderated by organizational culture. But the effects of trust on organizational commitment are not moderated by organizational culture.