The Effects of Perceived Organizational Support and Leader-Member Exchange on Organizational Citizenship Behavior and Organizational Commitment – Test of Potential Diffirences Between Full-time and Part-time Employees

• Main Authors: Yu-pin Tuan, 段裕斌
• Other Authors: Pin-Chyuan Hwang
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/57404058768596118547

碩士 === 世新大學 === 觀光學研究所(含碩專班) === 93 === Due to the huge demands for the entry-level service employees, most of international tourism hotels in Taipei have to employ full-time employees and a lot of part-time employees at the same time. Accordingly, we try to know more whether perceived organizational support (POS) and leader-member exchange (LMX) could reduce the turnover rate of the employees, and whether organizational citizenship behavior (OCB) and organizational commitment (OC) could motivate employees to exert more efforts than what he did as usual. Therefore, based on the social exchange theory and the focus of service employees working in the restaurants of international tourism hotels, my research tried to find out the correlation of perceived organizational support and leader-member exchange on organizational citizenship behavior and organizational commitment. We also tested the potential difference between full-time and part-time employees . The result of this study found that there was a positive relation between POS and OC, as well as LMX, OCB and in-role service. Meanwhile, the POS and OCB had more effects on full-time employees than on part-time employees. Furthermore, the full-time employees had better POS、LMX、OC、OCB and in-role service than part-time employees did .