| Summary: | 博士 === 國立臺灣科技大學 === 企業管理系 === 101 === Military has always been a typically pyramid-shaped institution, and the military service has been characterized by callings. Traditionally military management emphasized that a paternalistic leadership which established on the high “trustful” relationship between commanders and subordinates. However, Taiwanese military organizational restructuring and downsizing have resulted in greater numbers of career officers for earlier experience the perception of career plateauing in their military career than the past. The environmental change led in the organizational and psychological transformation between the military, and has broken up the trustful relationship between the commanders and subordinates, even eroded the traditionally military value, such as organizational model and worked-orientation. Even so, scholars still agreed that institutional orientation or the calling orientation is an indestructible value among the military. To prove whether Taiwanese military as well as the American military has changed toward an occupational model is a very serious lesson of military management in Taiwan.
As the aforementioned career plateau, the subjects who were concerned for all along in military psychology or the career development counseling were not the plateaued career officers. Most of the literature verified that plateaued employees have been associated with the negative consequences both for individuals and organization. However, the issues about the influences have been disregarded in military management for. Few literatures had been able to realize how the institutional and occupational intention operated mechanism in an actual perception of career plateauing among career officers. To integrate the study of career plateau and institutional/occupational intention into the real military setting, and establish a theoretical base is helpful to Taiwanese military development in the future is the most important purpose in this dissertation.
This dissertation includes two studies to support the discourse on which institutional orientation is an indestructible value among the military. One is to adopt “regulatory focus” to integrate the antecedently psychological mechanism of institutional/occupational intention when a career officer perceived a career plateauing, then, to conduct the institutional/occupational intention as a moderator between the perception of career plateauing and work consequence. The first study was collected from 632 trainee of career officers from National Defense University (NDU). We found that Taiwanese career officers’ occupational intentions were higher than their institutional intentions. Additionally, the results indicate that prevention focus completely mediated through the relationship between the perception of career plateauing and occupational intention, then, the promotion focus partially mediated through the relationship between the perception of career plateauing and institutional intention. The second study focused on the 338 middle and senior officers who were the ranks of Major and above. The empirical results indicated that the perception of career plateauing was negatively related to job involvement. Furthermore, the hierarchical regression results verified and supported for the moderating role of institutional intention, such that the relationship between perceived career plateauing and job involvement was positively related when institutional intention was high, and vice versa.
This dissertation extends the increasing body of the transformation in the military model for non-western countries. The contribution is not only the verification on the distribution of institutional/occupational intention among Taiwanese military organization, but also the association with the psychological mechanism of institutional/occupational intention when a career officer perceived a career plateauing. I believe that the findings of this dissertation can provide the importantly theoretical and practical implications for the military management, and guidance for future research direction.
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