| Summary: | 碩士 === 國立臺東大學 === 區域政策與發展研究所 === 98 === A correctional institution is responsible for justice execution and criminal discipline. It is the last-line defense for the judiciary system, and the public security is in their hands. Superintendents work with criminals who break the law, and they are the first line of prison management with danger and stress. In order to maintain a minimum security, a good correctional quality and sufficient manpower of superintendents are required. Thus, work morale of superintendents should be valued. Job promotion is a very important function of human resource management; an excellent promotion policy elevates work morale of employees and preserves talented personnel.
The purpose of this research is to discuss the correlation between job promotion fairness cognition and organizational commitments of superintendents, and the conclusions are used as a reference for the authorities to establish promotion policy. Document analysis and questionnaire survey method are utilized in this research, and the research subjects are correctional institutions at Pingtung area. Variables of this research include personal background factors, job promotion fairness (consists of procedure fairness and allocation fairness) and organizational commitments (consists of recognition commitment, effort commitment and retention commitment). The questionnaire survey is progressed by a total census. 249 questionnaires were given out; 226 were returned; 214 questionnaires are valid; the valid rate is 85.94%. Returned questionnaires were analyzed by descriptive statistics, t-test, one-way ANONVA, Pearson product moment correlation and multiple-regression analysis with the statistical software SPSS for Windows 12.0. The result are as follows:
1. The results of the questionnaire survey find: there is an apparent difference on partial job promotion fairness cognition factors between different sex, age and years of service; there is an apparent difference on every job promotion fairness cognition factor between different officer ranks, job levels and examinations taken. There is an apparent difference on partial organizational commitment factors between different sex, levels of education, examinations taken and years of service; there is an apparent difference on every job organizational commitment factor between different officer ranks and job levels.
2. There is a positive correlation between job promotion fairness cognition and organizational commitments. Thus, elevating job promotion fairness cognition of superintendents at correctional institutions will improve organizational commitments.
3. “Allocation fairness” has the highest predictability for dependent variables, such as “recognition commitment,” “effort commitment” and “retention commitment” among the independent variables, and “procedure fairness” has the lowest predictability. The result confirms that the major factor of elevate job promotion fairness cognition and improve organizational commitments is “allocation fairness.” Therefore, efforts on allocation fairness will improve organizational commitments of superintendents at the correctional institutions.
The following suggestions are made to elevate job promotion fairness cognition of superintendents at correctional institutions and improve their organizational commitments as follows:
1. On allocation fairness: increase the ration of superintendents, improve personnel channel, implement performance evaluation and establish promotion policy.
2. On job promotion procedure fairness: reduce doubts of promotion candidates, improve relationships between candidates, provide evaluator training for objective and fair evaluation.
3. On difference of personal cognition: encourage training participation, higher education persuasion or examination taking for advanced education level or certification; build an organizational culture that shows knowledge management and working experience sharing; improve personal recognition and commitments to the organization.
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