The Evolution of Quality of Working Life and Organizational Commitment of Street-level Bureaucrats

• Main Authors: Hung, Miao Ping, 洪妙萍
• Other Authors: Hsiao, Nai Yi
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/08997573559756522823

碩士 === 國立政治大學 === 行政管理碩士學程 === 104 === From the perspectives of the entire society, the public is generally envious of the “stable life-long job” of civil servants. However, the morale of street-level bureaucrats in local governments is low. How do organizations truly motivate them, and at the same time boost the administrative effectiveness to create a win-win situation between the individuals and the organizations? The study tries to offer two prescriptions: “Quality of Working Life (QWL)” and “Organizational Commitment (OC)”. We conduct in-depth interviews with street-level bureaucrats to explore the evolution of their QWL and OC to see how the two factors interplay as employees stay longer in the organizations. The study divides the working periods of employees into different stages (Anticipation, Initiation and Entrenchment), analyzing the evolving process of conscious OC and QWL. The results found that: 1. Anticipation: Street-level bureaucrats initially committed to organizations are more easily aware of good QWL. 2. Initiation: Street-level bureaucrats more aware of QWL are more committed to organizations. 3. Entrenchment: Employees who kept high commitments, his good cognition of QWL will be strengthened. Based on the findings, the study proposes six practical suggestions. We hereby list three of them for explanation: 1. Adopt multiple ways of examinations. If organizations are able to recruit people with initial commitments, there will be a positive relation between creating a good cognition of QWL and cultivating stable OC. We suggest current examination system supplement with other mechanisms such as interview to assure the appropriateness of accepted staff. 2. Strengthen the OC of staff. Organizations with more committed staff tend to have genial working environments and atmosphere. 3. Deepen QWL. Besides maintaining basic conditions of QWL, organizations should spare no effort in guiding staff to go deep into QWL (such as work value) to satisfy their mental needs at higher level. Due to the limitation of the research, the study makes three suggestions to subsequent study: First, deepen the content of initial commitment. Theories and literatures today seldom touch upon this notion. Is this concept related to the motivation of public service? Second, value senior staff in the government agency. Many interviewees’ cognition of QWL are influenced by those of predecessors, and it is therefore evident that predecessors have great influence. Third, expand related theoretical concepts. The study discovers that working pressure, job characteristics and so on will all affect staff’s view toward QWL and OC, which are integral parts of related research fields.