Job change and organizational commitment: the moderating effects of employees’inertia and performance appraisal satisfaction

• Main Authors: Chi-yuan Pan, 潘祈愿
• Other Authors: Hsueh-Liang Wu
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/83368649195706857861

碩士 === 國立成功大學 === 企業管理學系碩博士班 === 95 === How organizational change effected employee’s commitment to organization is an important outcome of organizational change. Prior research had found that organizational commitment was associated with important outcomes of employees, such as loyalty, task performances, and turnover. However Caldwell (2004) mentioned that most research of organizational change focused only on organizational level, but when trying to understand the relationship of organizational change and employees’ perception, the assessment of the extensiveness of change at more proximal level will be more important. This study tries to collect data through questionnaire survey and the sample includes 21 privatized firms in Taiwan. The data allows this study to examine how individual job impact influence employee’s continuance commitment and affective commitment to his or her organization. The result of this study is that individual job impact has negative effect on employees’ continuance commitment, but has positive effect on their affective commitment to organization. The result also indicates that when employees’ inertia is high, the individual job impact will reduce both employees’continuance and affective commitment. And when employees’performance appraisal satisfaction is high, the negative effect of individual job impact on employees’continuance commitment will be lessened.