A Study on the Relationships among Internal Marketing, Organizational Commitment, Job Satisfaction and Organizational Performance- The Example of Kaohsiung National Tax Administration, Ministry of Finance

• Main Authors: TSENG,Shun-Nung, 曾順農
• Other Authors: Cheng-Chung LO
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/hrgpc2

碩士 === 國立高雄應用科技大學 === 商務經營研究所 === 96 === The study explores the relationships among internal marketing, organizational commitment, job satisfaction and organizational performance from the employees of Kaohsiung National Tax Administration, Ministry Finance. In the end, the study presents some suggestions to improve the organizational performance of Kaohsiung National Tax Administration. The study is based on questionnaire survey, using descriptive statistics analysis, reliability analysis, using validity analysis, independent sample t-test, one-way analysis of variance, Pearson,s correlation analysis, multiple regression analysis to provide a statistical analysis. The results are as follows: 1. The internal marketing showed a significantly positive correlation and influence on organizational commitment, especially internal communicating. Management support showed a positive influence on value commitment, and education training also showed a positive influence on value commitment and retention commitment. 2. The internal marketing showed a significantly positive correlation and influence on job satisfaction. Management support wasn,t verified to motivation factors, but others were verified, especially internal communicating. 3. The internal marketing showed a significantly correlation and influence on organizational performance, especially internal communicating. Education training showed the influence on the efficiency of administration and the fairness of taxing. But management support wasn’t verified. 4. Organizational commitment showed a significantly positive correlation and influence on job satisfaction. Effort commitment wasn’t verified to hygiene factors, but others were verified, especially value commitment. 5. Organizational commitment showed a significantly positive correlation and influence on organizational performance, especially value commitment. Effort commitment showed the influence on the quality of service and the fairness of taxing. Retention commitment only showed influence on the efficiency of administration. 6. Job satisfaction showed a significantly positive correlation and influence on organizational performance, especially motivation factors and hygiene factors. 7. Internal marketing showed a significantly indirect positive influence on organizational performance through organizational commitment and job satisfaction, especially education training and internal communicating. But management support wasn’t verified. 8. Organizational commitment showed a significantly indirect positive influence on organizational performance through job satisfaction, especially value commitment and effort commitment. But retention commitment wasn’t verified. Finally, the study provided some suggestions: 1.Marketing strategy: to strengthen management support and cultivate employees systematically and strengthen the communicating and re-communicating of the organization. 2.Job Satisfaction: to promote the job satisfaction of the employees from two ways. One is to provide motivators, such as building a set of open and fair system for the promotion, prize-giving and punishment, and encouraging the employees at the right time. The other way is to provide hygienic factors, such as beautifying the environment and reducing the conflict among the employees. 3.Organizational identification: to promote the standard of the employees, the identification of the organization and willingness to accept new ideas. 4.The system of tax: to strengthen the fairness of tax and provide fine service for taxpayers.