臺灣博碩士論文加值系統

研究目的：
本研究擬瞭解不同教會醫院員工工作滿意度，組織承諾及組織文化﹐並比較其異同。同時探討教會醫院員工工作滿意度，組織承諾及組織文化是否因其個人特質及工作類別不同而有所差異。
研究方法：
以高雄某天主教醫院及屏東某基督教醫院全體員工為研究對象，進行自填式問卷訪查，內容包括工作滿意度，組織承諾及組織文化量表，採用李克特五點計分法，與個人基本資料，醫院別及工作領域等，共發放問卷1606份，回收有效問卷1062份（其中天主教醫院400份、基督教醫院662份），佔66.12%，使用spss10.0版統計軟體進行分析。
研究結果：
兩所不同教會醫院員工在工作滿意度、組織承諾及組織文化認識整體構面上並無明顯差異，只有在滿意因素主管環境天主教醫院有顯著意義比基督教醫院高，但其平均值分別只有3.16與3.02。不同構面在不同個人特質與不同工作領域差異分析上發現有顯著差異者如後，在工作滿意度構面上，男性比女性高，年齡41歲以上較高，已婚比未婚高﹐教育程度以國中、小以下及研究所以上較高﹐服務年資10年以上最高﹐薪資10萬元以上最高，宗教信仰以信仰基督教者最高，工作領域則以醫師滿意度最高。在組織承諾構面上，已婚比未婚高，信仰基督教比其他宗教及無信仰高，薪資10萬元以上及3萬元以下比3~5萬元者高﹐年資10年以上最高﹐年齡30以下最低，教育程度高中職比專科及大學高，醫師及行政人員比護理人員高。在組織文化構面上，男性比女性高，已婚比未婚高﹐教育程度國中、小以下比專科大學高，服務年資10年以上較高。
討論與建議：
在工作滿意題目內容來看，整體上得分較高的前三題為目前工作能提供替他人服務的機會，不會違反自己的道德原則及醫院提供一個穩定的就業環境，說明了教會醫院員工熱心服務，單純善良及與世無爭的本質。而得分最差的三題為工作量和薪資相比較，在醫院有晉升機會及醫院執行政策的方法，平均分數都小於3，建議教會醫院設立日常管理指標、實施計劃性的工作輪調、設計多元性之專案計劃及增進員工對院方政策的了解。
從組織承諾題目內容來看，為這家醫院服務是錯的、沒有忠誠度及只要有小改變便離開這家醫院得分都很低，可見兩家醫院員工持續承諾都不好，可能與佔多數的護理人員有關。
由組織文化題目內容來看，天主教醫院員工間彼此信賴，醫院作風保守，主管使用命令語氣說話及管理相當嚴格方面顯著高於基督教醫院的員工。而基督教醫院員工間富有冒險進取精神、常鼓勵員工思考、醫院積極從外界蒐集與顧客相關的資訊及管理處理程序明確上顯著高於天主教醫院。建議基督教醫院需加強員工間彼此信賴，這可由院內社牧部及高階主管本身帶頭做起。對於天主教醫院，則應積極改革開放、改善管理態度、建立資訊交換中心，多方面攝取新知及醫療健保相關資訊。
不同工作領域對不同構面差異分析，發現護理人員在整體組織承諾及工作滿意因素主管環境得分最低，各為3.20±0.35及2.99±0.56，護理人員佔醫院全體員工一半以上，高層管理者除積極提昇護理人員工作滿意度外，更應落實護理在職教育、建立單位自治模式、傾聽護理人員心聲以減少其流動率，增加醫院對外競爭力。

The research is intended for understanding the employees’ Job Satisfaction, Organizational Commitment and Organizational Culture in different religious hospitals and makes a comparison between the similarities and differences of the three sections. In addition, the research investigates and discusses whether personal characteristics and job classification are the causes resulting in the differences to Job Satisfaction, Organizational Commitment and Organizational Culture between the religious hospitals’ employees.
The subjects of the research are the staffs of a Christian hospital in Ping-Tong and a Catholic hospital in Kaohsiung. They are required to fill in the questionnaire .The contents of the questionnaire include the Job Satisfaction, Organizational Commitment and Organizational Culture. The Leikert is adopted. Personal background, hospital classification and the working fields are included. 1606 copies of the questionnaire are distributed and 1062 effective copies are received (400 copies from the Catholic hospital and 662 copies from the Christian hospital). The percentage is 66.12%, which is analyzed by using SPSS 10.0 statistics software.
There is no significant difference in the dimensions of Job Satisfaction, Organizational Commitment and Organizational Culture between the staffs of these two religious hospitals. However, for the factor¾chief’s surroundings in Job Satisfaction, the Catholic hospital’s staffs have much more striking satisfaction to the chief’s surroundings than the Christian hospital’s staffs do. Their averages are 3.16 and 3.02 separately. The analyses to different personal characteristics and working fields in different dimensions show the following remarkable differences. First of all, in the dimension of Job Satisfaction, males are higher than females. People aged over 41 are higher. The married are higher than the unmarried. People who graduate from primary school, junior high school and graduate school or above are higher. People whose working years are over 10, whose salaries are more than 100,000 and whose religion is Christianity are the highest. As to working fields, the doctors are the highest. Secondly, in the dimension of Organizational Commitment, the married are higher than the unmarried. Christians are higher than people of other religions and people of no religion. Also, people whose salaries are over 100,000 and beneath 30,000 are higher than those whose salaries are between 30,000 and 50,000. People whose working years are more than 10 are the highest. People who are below 30 years old are the lowest. As to cultural background, people who graduate from high school and vocational school are higher than those who graduate from junior college and university. Also, doctors and administrators are higher than nurses. Finally, in the dimension of Organizational Culture, males are higher than females. The married are higher than the unmarried. People who graduate from primary school and junior high school are higher than those who graduate from junior college and university. In addition, people whose working years are more than 10 are higher.
According to the research, the following are some discussions and suggestions. Firstly, from the contents of Job Satisfaction, the first three high-scored items are the current jobs can offer chances to serve others, the jobs will not violate one’s moral principles, and the hospitals provide steady employment surroundings. According to the above results, it accounts that the staffs of the religious hospitals are enthusiastic when serving others. It also accounts for their qualities of being kind-hearted, unpretending and in harmony with the rest of the world. One the contrary, the last three low-scored items are the workload compared with salary, the chances of being promoted and the performance of policies. Since the averages of these three items are below 3, it is suggested that the religious hospitals should establish the regular norms in management, enforce the planned shifts in work, design multiple special projects and enhance the employees’ understanding to the policies of the hospitals.
Secondly, from the contents of Organizational Commitment, the following items are low-scored ones. The first one is that serving his or her hospital is wrong; the second one is that no royalty to his or her hospital; the third that one is that leaving his or her hospital once there is a small change from the hospitals. It is obvious that these two hospitals’ staffs are not good in continuing with commitment. This is probably concerned with the majority of nurses.
Thirdly, from the contents of Organizational Culture, it shows that the Catholic hospital’s staffs get higher scores than the Christian staffs in the following sections: mutual trust in employees, the hospitals’ conservative ways, the administrators’ commending tone and the rather strict management.
On the other hand, the Christian hospital’s staffs get higher scores than the Catholic hospital’s staffs in the following sections: to be rich in adventurous spirits, to encourage staffs to contemplate, to collect clienteles’ related information vigorously, and to manage handling processes definitely. It is suggested that the Christian hospital should strengthen the employees’ mutual trust, which can be achieved by the leading of the high-ranking general officers and missions in the hospitals. As far as the Catholic hospital is concerned, the managerial modes should be reformed to be open and liberal. Besides, information exchange center should be established and new knowledge and information concerning medical health should be acquired extensively.
The analyses to different working fields in different dimensions show that the nurses get the lowest scores in the overall Organizational Commitment and the factor¾chief’s surroundings in Job Satisfaction. The scores are 3.20±0.35 and 2.99±0.56 separately. More than a half employees in the hospitals are nurses. The high-ranking general officers should positively increase the nurses’ job satisfaction. Moreover, they should take firm action to deal with the nurses’ education on the job and establish the modes of autonomous units. They also need to listen to the nurses’ heart’s desire so that the mobility can be decreased. The hospitals also should increase their competitive ability towards outside.

論文合格通過證明‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧Ⅰ
中文摘要‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧Ⅱ
英文摘要‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧Ⅳ
誌謝‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧Ⅵ
目錄‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧Ⅷ
第一章 緒 論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 1
第一節 研究背景與動機‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 1
第二節 研究目的‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 3
第三節 研究重要性‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 4
第四節 解釋名詞‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 5
第二章 文獻探討‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 6
第一節 教會醫院之醫療體系‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 6
一、 台灣教會醫院的沿革‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 6
二、 教會醫院之醫療體係‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 10
三、 個案醫院簡介‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 11
第二節 工作滿意度‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 14
一、工作滿意的定義‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 14
二、工作滿足的理論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 22
三、影響工作滿足的相關因素‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 29
四、工作滿意的實證研究‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 31
五、工作品滿意度的衡量方式‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 34
第三節 組織承諾‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 35
一、組織承諾的定義‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 35
二、組織承諾的分類‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 37
三、組織承諾的前因後果變項‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 39
四、組織承諾的實證研究‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 41
五、組織承諾量表‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 42
第四節 組織文化‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 43
一、文化的定義‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 43
二、組織文化的定義‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 43
三、組織文化的層次‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 46
四、組織文化構成要素‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 47
五、組織文化類型‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 47
六、組織文化的測量方法‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 52
第五節 工作滿意度、組織承諾、組織文化相關文獻之探討‧‧‧‧‧‧‧ 53
第三章 研究方法‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 56
第一節 研究設計與架構‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 56
一、研究設計‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 56
二、研究架構‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 56
三、研究流程圖‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 58
第二節 研究假設‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 59
一、醫院別‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 59
二、個人屬性‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 59
三、工作領域‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 60
第三節 研究對象與資料收集‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 61
第四節 研究工具與信效度考驗‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 62
一、研究工具‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 62
二、信效度考驗‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 68
第五節 研究變項及操作性定義‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 69
一、醫院別‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 69
二、個人屬性‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 69
三、工作領域‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 69
四、醫院別‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 69
五、個人屬性‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 69
六、組織文化‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 70
第六節 資料分析方法‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 71
一、各構面之分析與信效度檢定‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 71
二、敘述性統計分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 71
三、典型規則相關分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 71
四、對於不同醫院間、個人基本變項與不同工作領域，在主要構面之
差異性比較‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 71
五、複迴歸分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 72
第四章 研究結果‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 73
第一節 描述性統計分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 73
一、有效樣本特性分析與醫院特性分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 73
二、依變項描述性分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 77
第二節 研究變項相關分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 81
第三節 研究變項之差異分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 84
一、醫院別、個人屬性及工作領域與工作滿意各構面之變異分析‧‧‧ 84
二、醫院別、個人屬性及工作領域與組織承諾各構面之變異分析‧‧‧ 92
三、醫院別、個人屬性及工作領域與組織文化各構面之變異分析‧‧‧100
第四節 迴歸預測分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧108
一、工作滿意之預測分析分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧108
二、組織承諾之預測分析分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧112
三、組織文化之預測分析分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧117
第五章 討 論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧122
第一節 不同教會醫院員工工作滿意度、組織承諾及組織文化之討
論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧122
一、工作滿意度‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧122
二、組織承諾‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧123
三、組織文化‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧124
第二節 個人屬性因素與工作滿意度、組織承諾及組織文化之討論‧‧‧126
一、年齡‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧126
二、性別‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧127
三、婚姻狀況‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧127
四、教育程度‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧128
五、宗教信仰‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧128
六、服務年資‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧129
七、個人月收入（薪資）‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧130
第三節 不同工作領域之教會醫院員工的與工作滿意度、組織承諾及組
織文化之討論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧131
一、工作滿意度‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧131
二、組織承諾‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧131
三、組織文化‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧132
第六章 結 論 與 建 議‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧136
第一節 結 論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧136
一、工作滿意度‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧136
二、組織承諾‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧138
三、組織文化‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧140
第二節 建 議‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧142
一、對兩所教會醫院之建議‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧142
二、對天主教醫院建議‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧143
三、對基督教醫院建議‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧143
第三節 研究限制‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧144
第四節 未來研究方向‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧145
問卷‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧146
參考文獻‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧150
中文部份‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧150
英文部份‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧153
表目錄
表2-1教會醫院的基本資料‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 8
表2-2國內外學者對工滿意定義整理表‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 17
表2-3工作滿意定義歸納表‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 21
表2-4 Herzberg雙因子理論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 23
表2-5工作滿意之相關理論‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 29
表2-6影響工作滿足之相關因素‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 31
表2-7工作滿意度相關研究發現‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 33
表2-8組織承諾程度與可能之影響‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 36
表2-9組織承諾的分類表‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 37
表2-10組織承諾相關研究發現‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 42
表2-11文化的定義‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 43
表2-12組織文化定義整理表‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 44
表2-13組織文化模式‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 46
表2-14學者對於組織文化構成要素所提出的論點‧‧‧‧‧‧‧‧‧‧‧‧ 47
表2-15組織文化文獻分類整理表‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 51
表2-16相關研究文獻探討‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 54
表3-1調查問卷發出及回收之統計表‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 61
表3-2「工作滿意」因素負荷量、特微值與內部一致性信度‧‧‧‧‧‧‧ 63
表3-3「組織承諾」因素負荷量、特微值與內部一致性信度‧‧‧‧‧‧‧ 65
表3-4「組織文化」因素負荷量、特微值與內部一致性信度‧‧‧‧‧‧‧ 67
表4-1不同醫院屬性之個人特質描述性分析(N=1062) ‧‧‧‧‧‧‧‧‧ 75
表4-2不同工作領域與個人特質描述性分析(N=1062) ‧‧‧‧‧‧‧‧‧‧76
表4-3不同醫院屬性之工作滿意度各題目差異性比較(N=1062) ‧‧‧‧‧ 78
表4-4不同醫院屬性對組織承諾各題目差異性比較(N=1062) ‧‧‧‧‧‧‧ 79
表4-5不同醫院屬性對組織文化各題目差異性比較(N=1062) ‧‧‧‧‧‧‧ 80
表4-6主要變項間相關性分析‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧83
表4-7不同醫院與工作滿意各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧ 88
表4-8性別與工作滿意各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧‧‧‧ 88
表4-9年齡與工作滿意各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧‧‧‧ 89
表4-10婚姻狀況與工作滿意各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧ 89
表4-11教育程度與工作滿意各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧90
表4-12宗教信仰與工作滿意各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧ 90
表4-13工作年資與工作滿意各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧ 91
表4-14薪資與工作滿意各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧‧‧‧ 91
表4-15工作領域與工作滿意各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧ 92
表4-16不同醫院與組織承諾各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧ 96
表4-17性別與組織承諾各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧‧‧‧ 96
表4-18年齡與組織承諾各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧‧‧‧ 97
表4-19婚姻狀況與組織承諾各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧ 97
表4-20教育程度與組織承諾各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧ 98
表4-21宗教信仰與組織承諾各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧ 98
表4-22工作年資與組織承諾各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧ 99
表4-23薪資與組織承諾各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧‧‧‧ 99
表4-24工作領域與組織承諾各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧100
表4-25不同醫院與組織文化各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧103
表4-26性別與組織文化各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧‧‧103
表4-27年齡與組織文化各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧‧‧104
表4-28婚姻狀況與組織文化各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧105
表4-29教育程度與組織文化各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧105
表4-30宗教信仰與組織文化各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧106
表4-31工作年資與組織文化各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧106
表4-32薪資與組織文化各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧‧‧107
表4-33工作領域與組織文化各構面之變異性分析(N=1062) ‧‧‧‧‧‧‧107
表4-34影響人員「整體工作滿意」因素之逐步迴歸分析‧‧‧‧‧‧‧‧109
表4-35影響人員「工作本身」因素之逐步迴歸分析‧‧‧‧‧‧‧‧‧‧110
表4-36影響人員「工作成長」因素之逐步迴歸分析‧‧‧‧‧‧‧‧‧‧111
表4-37影響人員「主管環境」因素之逐步迴歸分析‧‧‧‧‧‧‧‧‧‧112
表4-38影響人員「整體組織承諾」因素之逐步迴歸分析‧‧‧‧‧‧‧‧114
表4-39影響人員「情感承諾」因素之逐步迴歸分析‧‧‧‧‧‧‧‧‧‧115
表4-40影響人員「規範承諾」因素之逐步迴歸分析‧‧‧‧‧‧‧‧‧‧116
表4-41影響人員「持續承諾」因素之逐步迴歸分析‧‧‧‧‧‧‧‧‧‧117
表4-42影響人員「整體組織文化」因素之逐步迴歸分析‧‧‧‧‧‧‧‧118
表4-43影響人員「創新文化」因素之逐步迴歸分析‧‧‧‧‧‧‧‧‧‧119
表4-44影響人員「支持文化」因素之逐步迴歸分析‧‧‧‧‧‧‧‧‧‧120
表4-45影響人員「官僚文化」因素之逐步迴歸分析‧‧‧‧‧‧‧‧‧‧121
表5-1研究假設檢定‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧133
表5-2本研究與國內外文獻相比較‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧134
圖目錄
圖2-1教會醫療在台灣‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 7
圖2-2人類需求的層次關係‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 23
圖2-3馬斯洛及赫茲柏格理論的比較圖‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 24
圖2-4 Alderfer的ERG需求理論圖‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 24
圖2-5 ERG需求理論的滿足程度關係圖‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 25
圖2-6 Vroom 的期望理論激勵模式圖‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 26
圖2-7 Porter ＆ Lawer的激勵模式圖‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 27
圖2-8工作滿意系統圖‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 28
圖2-9 Seashore及Tabor影響工作滿足的前因與後果變項模型‧‧‧‧‧ 30
圖2-10 Steers 組織承諾前因後果模式圖‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 39
圖2-11 Mowday，Porter & Steers之理論模式‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 40
圖2-12黃國榮組織承諾模型‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 41
圖2-13四種不同的文化類型‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 50
圖3-1本研究架構圖‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 57
圖3-2研究流程圖‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧‧ 58

中 文 部 份
1. 江東亮 台灣地區醫療照護的發展與問題。中華衛誌。民國七十七年八月。
2. 丁 虹 「企業文化與組織承諾之關係研究」，政治大學企業管理研究所博士論文，1987年。
3. 楊志良 對我國醫療體系之評估,行政院經濟建設委員會全民健康保險規劃小組。民國七十九年五月。
4. 劉碧昭 教會醫院醫療體系之評估。醫院1992:25（5）:304-306。
5. 劉興寬 醫院策略管理。P.74-80。
6. 河野豐弘 「改造企業文化」，彭德中譯，台北：遠流出版社，1992年。
7. 許士軍 「管理學」，台北：東華書局，1993年。
8. 鄭永忠 「大型醫院組織文化、組織運作、經營管理及經營績效之關係研究」，國立成功大學企業管理研究所碩士論文，1996年6月。
9. 曹育誌 「工作滿足感。企業文化與組織忠誠度之關係研究」，私立中國文化大學國際企業管理研究所碩士論文，1998年。
10. 黃英忠 「現代管理學」，台北，華泰書局，1998年。
11. 黃國隆 「中學教師的組織承諾與專業承諾」，政治大學學報，第53期，1986年，頁55-84。
12. 張峻源 「組織文化、組織承諾與組織變革態度之研究－以中央信託局為例」，國立成功大學企業管理研究所碩士論文，2001年1月。
13. 張銘聰 大高雄地區醫學中心醫師工作滿意度之研究（碩士論文）。高雄國立中山大學企業管理研究所。2001。
14. 孫培蕾 手術室護理人員工作滿意度調查。碩士論文。2000。
15. 林雅雯 某私立區域醫院門診護理站內部顧客滿意度之相關研究。醫院2001:34（4）:30-44。
16. 胡庭禎 醫院員工組織承諾之探討。醫院1997:30（4）:22-31。
17. 蔡明田 人格特質對服務態度及組織承諾之影響─某醫院醫療服務人員的實證研究。醫院2002:35（2）:9-14。
18. 周鴻儒 醫院員工之工作滿意度及組織承諾調查---以某家地區醫院。醫院2001:34（6）:45-53。
19. 張肇松 組織承諾與工作滿足關係之研究---以公辦民營與公立醫院為例。醫院2002:35（1）:10-24。
20. 劉淳儀 推行全面品質管理之滿意度及員工工作滿意度,組織認同感及戴明十四點管理原則認知之初探---以某醫學中心為例。醫院2001:34（5）:10-23。
21. 蔡來蔭 某醫學中心護理人員專業承諾,工作愉悅感及其相關因素之研究。高雄醫學大學公共衛生學研究所碩士論文。2002。
22. 王 蘭 醫院員工領導型態、工作滿意度、組織承諾及離職傾向之研究。高雄醫學大學公共衛生學研究所碩士論文。1999。
23. 陳吳政 組織文化、領導行為、工作滿足與組織承諾之關係研究---以嘉南地區銀行為例。國立成功大學企業管理研究所碩士論文。2002。
24. 曾惠明 病人滿意度醫療照護者工作滿意度。醫院2001:34（4）:16-23。
25. 曾倫崇 醫院門診工作人員工作滿意度之研究。院1997:30（4）:38-46。
26. 陳鑑江 台灣天主教組織特性與教會醫院經營策略取向關係之研究。國立台灣大學公共衛生學院醫療機構管理研究碩士論文。2002。
27. 林素珍 近十年台灣教會醫院的消長與轉型之探討。國立雲林科技大學工業工程與管理研究所。2000。
28. 林萬和 「組織文化類型與員工滿意度關係之研究－以北區水資源局為例」，私立中原大學企業管理研究所碩士論文，2001年7月。
29. 蔡秋月 護理人員組織承諾、工作滿意與組織公民行為之研究---以台灣南部機構為例。2001。
30. 張瑞春 組織變革中組織氣侯對工作投入、組織承諾及工作滿足影響之研究─ 以中國石油公司高雄營業處為例。國立中山大學企業管理研究所碩士論文。1998。
31. 蔡崑源 加工區華進集團員工滿意度、工作投入、組織承諾與離職意願之研究。碩士論文。國立中山大學人力資源管研究所。2001。
32. 陳威菖 組織承諾與工作滿足對組織公民行為的影響─以工作疏離感為中介模式。碩士論文。國立中山大學人力資源管理研究所。1997。
33. 劉士毅 醫院組織文化之探討,以一家醫學中心為例。國立中山大學人力資源管理研究所,碩士論文。1999。
34. 張少娟 兩家醫院組織文化之探討。台大學心理研究所,碩士論文。1996。
35. 莊順天 工作特性、工作滿足、組織承諾與離職意願之探討─以高雄市公民營銀行為例。國立中山大學人力資源管理研究所。1999。
36. 葉銘乃 醫院組織成員之工作滿足、組織承諾及對合作經營態度關係之研究(碩士論文), 國立成功大學企業管理研究所。1998。
37. 黃緯莉 醫院員工組織承諾、工作滿足、工作投入與士氣之研究─以國立台北護專附設醫院為例。（碩士論文）。淡江大學管理科學研究所碩士論文。
1. Adams, J. S., “Toward an understanding of inequity.”, Journal of Abnormal and Social Psychology 1963; 67:422-436.
2. Adams, J.S., “Inequity in Social Exchange,” Advances in Experimental Social Psychology. 1965.2.pp.267-99.
3. Acorn S. Ratner PA., Crawford M. Decntralization as a Determinant of Autonomy, Job satisfaction, and Organizational commitment among nurse managers. Nusing Research 1997; 46（1）:52-58.
4. Allen NJ. Meyer JP., The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology 1990; 9（3）:1-8.
5. Allen, N.J., & J.P. Meyer, “A Three-Component Conceptualization of Organizational Commitment”, Human Resource Management Review. Vol.l 1991,pp.61-98.
6. Angle, H. L., & J. L. Perry “An Empirical Assessment of Origanizational Effectiveness”,Administrative Science Quarterly, 26, 1981,pp1-14.
7. Bateman TS. Strasser SA. longitudinal analysis of the antecedents of organizational commitment. Academy of Management Journal 1984; 27（1）:95-112.
8. Blegen MA. Nurses’ job satisfaction: a meta-analysis of related variables. Nursing Research 1993; 42（1）:36-41.
9. Barney, J. B.,”Organizational Culture: Can It Be a Source of the Coperate Competitive Advantage?”, Academy of Management Review, V.ll（3）, 1986, pp.263-272.
10. Becker, H.S., “Notes on The Concept Commitment”, American Journal of Sociology, 1960, pp.32-42.
11. Buchanan, B., ”Building organizational commitment: The socialization of managers in work organizations.” Administrative Science Quarterly, 19,1974,pp.533-346.
12. Bunchana BII. Government Manager, Business Executive and Organizational Commitment. Public Administration Review 1997; 34:339-347.
13. Campbell, “Managerial Behavior Performance and Effectiveness”, New York: McGraw-Hill, 1970.
14. Champion, D.J., The Sociology of Organizations. New York: Mcgrae-Hill.1985.
15. Davis K., “Human Behavior at Work: Organizational Behavior”, 5th ed, New York: Mcgrae-Hill, 1977.
16. Davis K., “Human Relation and: Organizational Behavior”, New York: Free Press, 1984.
17. Donna MS. Job satisfaction, productivity, and organizational commitment: The result of leadership. Journal of Nursing Administration 1995; 25（9）:17-25.
18. Dubin, R., J. E. Champoux, & L. W. Porter, “Central Life Interests and Organizational Commitment of Workers”, Administrative Science Quarterly, 20, 1975,pp.411-421.
19. Etzioni, A., “Modern Organizations”, Englewood Cliffs, N.J: Prentice Hall, 1961.
20. Farrell, D. & Rusbult, C. E., Exchange Variable as Predictors of Job Satisfaction, Job Commitment and Turnover: The Impact of Rewards, Costs, Alternatives and Investment. Organizational Behavior and Performance, 1981.28, 120-126.
21. Ferris, K. R. & N. A. Aranya, “Comparison of Two Organizational Commitment Scales”, Personnel Psychology, 36,1983,pp.87-99.
22. Fiedler F.E. “A theory of leadership effectiveness.” New York: McGraw-Hill, 1967.
23. Glisson C., Durick M. Predictors of Job Satisfaction and Organizational Commitment in Human Service Organizations. Administration Science Quarterly 1988;33（1）:61-81.
24. Goffin, Richard D & Gellatly, Ian E. “A multi-rater assessment of organizational commitment: Are self-report measures biased?” Journal of Organizational Behavior, Chichester,2001. Jun, 22（4）,pp437-51.
25. Greenberg, J. & R. A. Baron, “Behavior in Organization, Englewood Cliff”, New Jersey: Prentice Hall Inc., 1995.
26. Hackman JR., Lawler III EE. Employee Reactions to Job Characteristics. Journal of Applied Psychology 1971;55（3）.
27. Herzberg F., Mausner B., Synderman B.: The motivation to work.（2ed）.New York: Wiley, 1959.
28. Hoppock R. Job satisfaction. New York: Harper & Brother, 1935.
29. Hrebiniak, L. G., & Alutto, J.A., Personal and Role Related Factors in the Development of Organizational Commitment. Administrative Science Ouarterly, 1972.17,555-573.
30. Iaffaldano, M.T., Job Satisfaction and Job Performance: A Meta-Analysis. Psychological Bulletin, 1985.97,251-273.
31. Klimoski, R. J. & Hayes, N. J., Leader Behavior and Subordinate Motivation. Personnel Psychology, 1980.33,543-555.
32. Katz, D. & R, L. Kahn, “The Social Psychology of Organization”, N. Y. John Willey & Sons, Inc, 1978.
33. Kilmann, R. H., M. J. Saxton, and R. Serpa, “Five Key Issues In Understanding and Change Culture”, In Ralph.Kilmann et.al. Gaining Control of Corporate Culture, San Francisco: Jossey-Bass, 1985.
34. Kidron, A., “Work values and organizational commitment,” Academy of Management Journal, 1978, 21, pp.239-47.
35. Ko, J. W., Price, J. L. & Mueller, C. W., “Assessment of Meyer and Allen’s Three-Component Model of Organizational Commitment in South Korea,” Journal of Applied Psychology, 1997, 82（6）,pp.961-73.
36. Kantor R.M. Commitment and Social Organization: A Study of Commitment Mechanisms in Utopian Communities. American Sociological Review 1968;p499.
37. Kennerly SM. Leadership behavior and organizational characteristics: implications for faculty satisfaction. Journal of Nursing Education 1989; 28（5）:198-202.
38. Kivimaki M., Voutilainen P., Koskinen P. Job enrichment, work motivation, and job satisfaction in hospital wards: testing the job characteristics model. Journal of Nursing Management 1995;3（2）: 87-91.
39. Koch JL., Steers R.M. Job Attachment, Satisfaction, and Turnover among Public Employees. Technical Report 1976, 6, Office of Naval Research, University of Oregon.
40. Locke E.A. What is job satisfaction Organization behavior and human performance, 1969; 4: 309-336.
41. Luthans F., Back D., Tayolr L. Organizational Commitment: Analysis of Antecedents. Human Relations 1987;40（4）:219-236.
42. Lloyd, S., Streiner, D., Hahn, E. & Shannon, S., “Development of the emergency physician job satisfaction measurement instrument,” American Journal of Emergency medicine, 1994.12（1）,pp1-10.
43. Locke, E. A. & D. Henne, “Work Motivation Theories”. In C. Lcooper & I., 1986.
44. Locke, E. A., “The Nature and Causes of Job Satisfaction”, Handbook of Industrial and Organizational Psychology, Chicago: Randenally, 1976, pp.1297-1349.
45. Lawler, E. E. & Hall. D. T., Relationship of Job Characteristics to Job Involvement, Satisfaction and Intrinsic Motivation, Journal of Applied Psychology, 1970.54（3）, 305-312.
46. Lodahl, T. M. & Kejner, M., The Definition and Measurement of Job Involvement. Journal of Applied Psychology,.1965.49（3）,24-44.
47. Meyer, J.P. & Allen, N.J., A Longitudinal Analysis of the Early Development and Consequences of Organizational Commitment. Canadian Journal of Behavioral Science, 1987, 19, pp.199-215.
48. Morris, J.H., & Sherman, J. D., Structural Influences on Organizational Commitment. Journal of Vocational Behavior, 1980, 17, pp.50-57.
49. Morse, N. C., “Satisfactions in the White-collar Job”, Ann Arbor: University of Michigan, Institute for Social Research Center, 1953.
50. Mowday, R. T., L. W. Poter, & R. M. Steers, “Employee-Organization Linkage-The Psychology of Commitment Absenteeism and Turnover”, New York: Academic Press, 1982,pp.20-56.
51. Morrow PC. Concept Redundancy in Organizational Research: the case of Work Commitment. Academy of Management Review 1983:486-500.
52. Maslow AH. Motivation and Personality（2ed）. New York: Harper & Row, 1954.
53. McNeese-Smith DK Job satisfaction, Productivity, and organizational commitment─The result of leadership. Journal of Nursing Administration , 1995; 25（9）:17-26.
54. McNeese- Smith DK. Increasing employee productivity, job satisfaction, and organizational commitment. Hospital Health Services Administration 1996; 41（2）:160-175.
55. McNeese- Smith DK. The influence of Manager Behavior on Nurses’ Job Satisfaction, Productivity, and Commitment. Journal of Nursing Administration 1997; 27（9）:47-55.
56. Mobley WH. Intermediate linkages in the relationship between job satisfaction, and employee turnover. Journal of Applied Psychology 1977;62（2）:237-240.
57. Morris JH., Sherman JD. Generalizability of an Organizational Commitment Model. Academy of Management Journal 1981;24（3）:512-526.
58. Madison, D. L. & Konrad, T. R. “Large medical group practice oganizations and employed physicians: A relationship in transition, Milbank Mem. Fund Q., 1988, 66, pp240-82.
59. Meyer, J. P. & Allen, N. J. “A three-component conceptualization of organizational commitment.” Human Resource Management Review, 1991, 1, pp.61-98.
60. Meyer, J. P., N. J. Allen & C. A. Smith. “Commitment to Organiztional and Occupations: Extension and Test of a Three-Component Conceptualization,” Journal of Applied Psychology, 1993, 78, pp.538-51.
61. O’Reilly, C. A. & J. Chatman, & D. F. Caldwell, “People and Organizational Culture: A Profile Comparison Approach to Assessing Person-Organization Fit”, Academy of Management Journal, 34（3）, 1991,pp.487-516.
62. Ott, J. S., “Organizational Culture Perspective” 1989, Chicago: Dorsey press.
63. O’Reilly, C. A. & Chatman, J., Organizational Commitment and Psychological attachment: The Effects of Compliance, Identification, and Internalization on Prosocial behavior. Journal of Applied Psychology, 1986.3（3）,492-499.
64. Podsakoff, Philip M., Mackenzie, Scott B., & Bbommer, William H., Transformational Leader Behaviors and Substitutes for Leadership as Determinants of Employee Satisfaction, Commitment, Trust, and Organizational Citizenship Behavior. Journal of Management.1996.22（2）,259-298.
65. Pettigrew, A. M., “On Studying Organizational Cultured”, Adminisrative Science Quarterly, V.28, 1983.
66. Price, J. H., “Handbook of Organization Measurement”, Lexington. District of Columbia: Health & Company, 1972,pp.156-157.
67. Parrinello KM. Nurses’ Satisfaction With Their Work and Patient Satisfaction with Hospital Care: An Organizational Analysis. Rochester, NY: University of Rochester; 1990. Dissertation.
68. Porter LW, & E.E. Lawler, “What Job Attitudes tell about Motivation”, Harvard Business Review, Jan.-Feb. Vol.46, No.1, 1968, pp.118-126.
69. Porter LW, Steers RM., Mowday RT, Boulian PV. Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal Apply Psychology 1974; 59（5）:603-609.
70. Reichers AE. A review and Reconceptualization of Organizational Commitment. Academy of Management Review 1985: 756-476.
71. Reiner, D.M. & J. Zhao, “The Determinants of Job Satisfaction Among United States Air Force Security Police”, Review of Public Personnel Administration, sum, 1999, pp.5-18.
72. Randall, D. M., “Commitment and the Organization: The Organization Man Revisited”, Academy of Management Review, Vol. 12, NO.3, 1987, pp.462.
73. Robbins, S. P., “Organizational Behavior”, N.J. Prentice-Hall Inc, 1993, pp.670-673
74. Rusbult, C. E. & Farrell, D. “A longitudinal test of the investment model: The impact on job Satisfaction, commitment, and turnover of variations in rewards, cost, alternatives and investments, “Journal of Applied Psychology, 1983, 68, pp.429-83.
75. Scholl, R. W. “Differentiating organizational commitment from expectancy as a motivating force,” Academy of Management Review, 1981, 6, pp.589-99.
76. Schuly, R., Girard, C. & Scheckler, W. E. “Physician satisfaction in a managed care environment, ”Journal of Family Practice, 1992, 34（3）, pp298-304.
77. Shore, L. M., Barksdale, K. & Shore, T. H. “Managerial Perceptions of Employee Commitment to the Organization,” Academy of Management Journal, 1995, 138, pp.1593-615.
78. Seashore S.E., Taber J.D., Job Satisfaction Indicators and Their Correlations, American Behavior Scientists, 1975; 18, pp. 577-587.
79. Sheldon ME. Investments and Involvements as Mechanisms Producing Commitment to the Organization. Administrative Science Quarterly, 1971; 143.
80. Smith P.C., Cornell studies of job satisfaction. Personnel Psychology 1996; 19, pp.165-183.
81. Smith P.C., Kandall L.M., & Hulin C.L., “Measurement of Satisfaction in Work and Retirement”, Chicago: Rand Mcnally, 1969.
82. Steers R.M. Antecedents and Outcomes of Organizational Commitment, Administrative Science Quarterly, 1977; 22, pp.46-56.
83. Sathe,V. “Implications of Corproate Culture : A Manager’s Guide to Action”. Organizational Dynamics, 1983, pp.5-23.
84. Schein, E. H., “How Culture Forms, Develops, and Change”, In Ralph H.Kilmann et.al.（eds.）, Gaining Control of the Coporate Culture,San Francisco : Jossey-Bass, 1989.
85. Schein, E. H., “Organizational Culture and Leadership, San Francisco: Jossey-Bass, 1985.
86. Seashore, S. E. & T. D. Taber, “Job satisfaction and their correlation”, American Behavior and Scientist, 1975,p.346.
87. Smircich, L., “Concepts of Culture and Organization Analysis” Administrative Science Quarterly, September 1983,pp.339-358.
88. Staw, B. M., “Two Side of Commitment, Paper Presented at The National Academy of Management”, Orlando, Florida, 1977.
89. Steers, R. M. & L. W. Porter, “Motivation and Work Behavior（5th ed）” Singapore: McGraw-Hill,1991.
90. Schappe, P., The Influence of Job Satisfaction, Organizational Commitment, and Fairness Perceptions on Organizational Citizenship Behavior. The Journal of Psychology.1998.13（3）,277-290.
91. Tett RP, Meyer JP. Job satisfaction, organizational commitment, turnover intention, and turnover: path analyses based on meta-analytic findings, Personnel Psychology 1993; 46（2）:259-293.
92. Vandenberg, R. J. & Lance, C. E., “Examining the causal order of job satisfaction and organizational commitment, “Journal of Management, 1992,March, pp.153-67.
93. Vroom, V. H. “Word and Motivation”, N. Y. : John Willey & Sons, Inc,1964.
94. Williams, L, J. & Hazer, J. T. “Antecedents and consequence of Satisfaction and Commitment in Turnover Models: A reanalysis Using Latent Variable Structural Equation Models, “Journal of Applied Psychology, 1986, 71, pp219-31.
95. Weisman CS., Nathanson CA. Professional satisfaction and client outcome, Medical Care 1985; 23（10）: 1179-1192.
96. Wexley, K. N., & G. A. Yukl, “Organizational Behavior and Personnel Psychology”, Homewood, Ⅲ: Richard D. Irwin, Inc. 1977.
97. Wiener, Yoash. Commitment in Organizations: A Normative View, Academy of Management Review 1982; 7（3）:418-428.
98. Wallach, E. J., “Individuals and Organizations: The Cultural Match”, Training and Development Journal, 1983, pp.29-36.
99. Wanous, J. P. & E. E. Lawler, “Measurement and Meaning of Job Satisfaction”, Journal of Applied Psychology, 1972,pp.95-105.
100. Williams, L. J. & S. E. Anderson “Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors “Journal of Management, Vol.17 No.3, 1991, pp.601-617.
101. Wiener, Y., & Vardi, Y., Relationships between Job, Organization, and Career Commitments and Work Outcomes: An Integrative Approach, Organizational Behavior and Human performance, 1980, 26, pp.81-96.
102. Young, Brain S., Worchel, Stephen. Woehr, David J., 1998. Organizational Commitment among Public Service Employees. Public Personnel Management. 27（3）,339-348.