| Summary: | 碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 98 === Organizational citizenship behavior (OCB) is a popular issue in organizational research. When employees display OCB, this behavior can not only improve group and organizational effectiveness, but also affect individual output and attitude. In this study, we attempt to discuss the consequences of two different dimensions of OCB (OCBO/OCBI) based on social exchange theory and relational perspective. Employees’ OCB symbolize a “tie” of their coworkers and organization. This tie will be influenced by individual’s perception of organizational politics (POPS) and ability.
By past literature review and theoretical basic, we have two main purposes in this study: 1.Explore the relationships between OCB and turnover intention/task performance; 2.Examine the moderating role of perceptions of organizational politics and human capital.
There were 1277 corporations in Market Observation Post System, and we used stratified random sampling to invite HR staffs from 274 companies attending this investigation. Questionnaire survey was our tool of measurement. We totally delivered 666 sets, and finally got 130 valid sets. A set of questionnaires included scores from one manager and one subordinate. We used confirmation factor analysis and hierarchical regression analysis to testify our hypotheses.
Research findings indicate that: 1.OCBO is negatively correlated with turnover intention; 2.There is positive relationship between OCBI and task performance; 3.Although the moderate effect of POPS is not as our expectation, no matter OCBO or OCBI, the negative connections of turnover intention are stronger by higher POPS. According to the above results, the managerial implications are: 1.Organizations should design suitable system to induce employee behavior; 2.Managers have to know the motivation of employee behavior; 3.About political behaviors in organization, executives must be sensitive and have enough ability to deal with.
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