(3.232.129.123) 您好!臺灣時間:2021/03/06 02:12
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果

詳目顯示:::

我願授權國圖
: 
twitterline
研究生:林幸怡
研究生(外文):Hsing-i Lin
論文名稱:The Relationship between Organizational Performance and Volunteer Training- A Case Study of 921 Earthquake Museum of Taiwan
論文名稱(外文):The Relationship between Organizational Performance and Volunteer Training- A Case Study of 921 Earthquake Museum of Taiwan
指導教授:方妙玲方妙玲引用關係
指導教授(外文):Miao-Ling Fang
學位類別:碩士
校院名稱:南台科技大學
系所名稱:企業管理系
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2010
畢業學年度:98
語文別:英文
論文頁數:115
中文關鍵詞:museumvolunteer trainingperformancevisitor satisfaction
外文關鍵詞:museumvolunteer trainingperformancevisitor satisfaction
相關次數:
  • 被引用被引用:0
  • 點閱點閱:145
  • 評分評分:系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:0
ABSTRACT
This dissertation conducted a case study research in a museum- 921 Earthquake Museum of Taiwan. The report provides a critical assessment of the current volunteer training system and evaluation the performance of the museum. The aims of this research are found out the relationship of the organizational performance and the volunteer training, and recommend the ways which can enhance competitive of the museum. The objectives are as:
1. To examine if the organizational performance be improved by volunteer training.
2. To explored the correction between the visitor satisfactions and museum performance.
3. To discover if any other factors which influence the efficiency of the volunteer training and museum performance:
The research has been undertaken by using primary and secondary research methods. Primary research methods consisted of questionnaires, interviews and observation. The mainly primary data has been mainly gained through questionnaires and interview. The questionnaires are filled out by the visitors of the museum. The 952 Chinese questionnaires were given out from October 1st, 2007 to August 31st, 2008 and the total response was 501. Except the 103 was incomplete, the valid samples was 398 with the validity rate of 79%. The 25 English questionnaires were distributed for the foreigner visitors to gain the view points diversity. The interviews were conducted through 5 line managers and 2 leaders of volunteers in the organization. The finally primary data has also been collected through observation while the author worked there. Secondary data has been collected through the relevant literatures, journal papers, articles and on-line research. The internal statistic data is including in part of secondary research.
According to the finding of study through the primary and secondary research, the museum performance could improve through the efficiency volunteer training. Therefore, the internal factors such as lack of internal communication; the unclear vision, mission and motivation system could decrease the organization performance. Due to those difficulties, 921 EMT need to consider human capital and enhance the employee relations. To summary, providing the good employee relations; creating the friendly workforce; supporting the paid and un-paid workers need, creating the workplace learning, developing the clear vision and mission and human resource system are the ways to add the employees’ value and enhance the competitive and efficiency of museum.
Keywords: museum, volunteer, training, performance, visitor satisfaction
ABSTRACT
This dissertation conducted a case study research in a museum- 921 Earthquake Museum of Taiwan. The report provides a critical assessment of the current volunteer training system and evaluation the performance of the museum. The aims of this research are found out the relationship of the organizational performance and the volunteer training, and recommend the ways which can enhance competitive of the museum. The objectives are as:
1. To examine if the organizational performance be improved by volunteer training.
2. To explored the correction between the visitor satisfactions and museum performance.
3. To discover if any other factors which influence the efficiency of the volunteer training and museum performance:
The research has been undertaken by using primary and secondary research methods. Primary research methods consisted of questionnaires, interviews and observation. The mainly primary data has been mainly gained through questionnaires and interview. The questionnaires are filled out by the visitors of the museum. The 952 Chinese questionnaires were given out from October 1st, 2007 to August 31st, 2008 and the total response was 501. Except the 103 was incomplete, the valid samples was 398 with the validity rate of 79%. The 25 English questionnaires were distributed for the foreigner visitors to gain the view points diversity. The interviews were conducted through 5 line managers and 2 leaders of volunteers in the organization. The finally primary data has also been collected through observation while the author worked there. Secondary data has been collected through the relevant literatures, journal papers, articles and on-line research. The internal statistic data is including in part of secondary research.
According to the finding of study through the primary and secondary research, the museum performance could improve through the efficiency volunteer training. Therefore, the internal factors such as lack of internal communication; the unclear vision, mission and motivation system could decrease the organization performance. Due to those difficulties, 921 EMT need to consider human capital and enhance the employee relations. To summary, providing the good employee relations; creating the friendly workforce; supporting the paid and un-paid workers need, creating the workplace learning, developing the clear vision and mission and human resource system are the ways to add the employees’ value and enhance the competitive and efficiency of museum.
Keywords: museum, volunteer, training, performance, visitor satisfaction
Table of Contents
Abstract i
Acknowledgement iii
Table of Contents iv
List of Tables viii
List of Figures ix
Glossary x
CHAPTER 1: INTRODUCTION 1
1.1 Background and Motivation of Project 2
1.2 Aims and Objectives of Project 4
1.3 Structure of the Study 4
CHAPTER 2: LITERATURE REVIEW 6
2.1 Organizational Performance 7
2.1.1 Framework of the Organizational Performance 8
2.1.2 Museum Performance 9
2.1.3 Visitor/ Customer Satisfaction 13
2.2 Volunteering 14
2.2.1 Definition of Volunteer 14
2.2.2 Organization Training 14
2.2.3 The Barriers of Volunteer Management and Training 18
2.3 Summary 19
CHAPTER 3: DATA AND METHODS 22
3.1Research Strategy 22
3.2 Methods of Primary Data Collection 23
3.2.1 Questionnaire 23
3.2.1.1 Pilot Testing 25
3.2.1.2 Sampling 26
3.2.2 Interview 27
3.2.3 Observation 28
3.2.4 Ethical Considerations 29
3.3 Secondary Data Collection 29
3.4 Methods of Data Analysis 29
3.5 Summary 30
Chapter 4: EMPIRICAL RESULTS 31
4.1 Background of Case Museum 31
4.2 Finding 33
4.2.1 Finding through the Internal Data 33
4.2.1.1 Data of Volunteer in NMNS 34
4.2.1.2 In House Training of Volunteer in NMNS 35
4.2.1.3 Reward System of Volunteer in NMNS 36
4.2.1.4 Data Analysis of Visitor in 921EMT 36
4.2.2 Finding through Questionnaire 37
4.2.2.1 Taiwanese Respondents 37
4.2.2.1.1 Background of Respondents 37
4.2.2.1.2 Degree of Satisfaction of Service from Volunteer
in 921 EMT 40
4.2.2.2 Foreign Respondents 43
4.2.3 Findings through Interview 45
4.2.3.1 Interviewing through the Line Mangers 45
4.2.3.2 Interviewing through the Leaders of Volunteers 55
4.2.4 Findings through Observation 57
4.2.4.1 The Observation about the Museum Performance 57
4.2.4.2The Observation about the Training in the Individual Gallery 58
4.3 Analysis 58
CHAPTER 5: CONCLUSION AND RECOMMENDATION 60
5.1 Conclusion 61
5.2 Recommendation 62
5.3 Limitation of Research 54
5.4 Further Research 65
References 66
Bibliography 73
Appendix A 78
Appendix B 82
Appendix C 84
Appendix D 85
Appendix E 86
Appendix F 88
References
Accounting Standards Board (2009) Available at: http://www.frc.org.uk (Accessed: 10 Dec, 2009)
American Association of Museums (2010) Available at: http://www.aam-us.org. (Accessed: 7 Mar, 2010).
Anderson, E. W. & Sullivan, M. W. (1993) ‘The antecedents and consequences of customer satisfaction for firms’, Marketing Science, 12 (2), pp. 125-143
Anthony, R. N. & Young, D. W. (2003) Management Control in Non-profit Organisations. 7th edn, New York, NY: McGraw-Hill.
Antony, J. P & Banghamitra, S. (2010) ‘Measuring organizational performance and organizational excellence of SMEs – Part 1: a conceptual framework’, Measuring Business Excellence, 14(2), pp.3-11
Banfield, Paul & Kay, R. (2008) Introduction to Human Resource Management. 1st edn. New York, U.S.: Oxford University Press.
Beattie, R. S. (2006) ‘Line Managers and Workplace Learning: Learning from the Voluntary Sector’, Human Resource Development International, 9 (1), pp. 99
Behn, R.D. (2003), Public Administration Review • September/October 2003, Vol. 63, No. 5
Bonn, I (2001) ‘Developing strategic thinking as a core competency’, Management Decision; 39(1), p.p.63-70
Central Weather Bureau (2010) Available at: http://www.cwb.gov.tw/ (Accessed: 10 January 2010)
CIPD (2009) Available at: http://www.cipd.co.uk/default.cipd. (Accessed: 20 December 2009).
Compact (2010) Available at: http://www.thecompact.org.uk (Accessed: 10 January 2010).
Department of Social affairs, Ministry of the Interior R.O.C. (2010) Available at: http://vol.moi.gov.tw/vol/index.jsp (Accessed: 7 Mar, 2010).
Easterby-Smith, M., Thorpe, R. & Holman, D. (1996) ‘Using repertory grids in management’, Journal of European Industry Training, 20(3), pp. 3-30.
Ebitz, D (2008), ‘Purpose, Stakeholders and Values: Museum Leadership in the 21st Century’, Museology Quarterly, 22(4): pp. 53-75
Farnham, D & Stevens A. (2000) ‘Developing and implementing competence-based recruitment and selection in a social services department: A case study of West Sussex County Council., The international Journal of Public Sector Management, 13(4), p.p.369-381
Feurer, R. & Chaharbaghi, K. (1994) ‘Defining competitiveness: a holistic approach’, Management Decision, 32 (2), pp. 49-58.
Fornell C., et al. (1996) ‘The American Customer Satisfaction Index: Nature, Purpose, and Findings’, Journal of Marketing, 60 (4), pp. 7-18,

Hague, P., Hague, N. & Morgan, C. (2004) Market Research in Practice: A guide to the Basics. London & Sterling: Kogan Page.
Gilmore, A. & Rentschler, R. (2002) ‘Changes in museum management- A custodial or marketing emphasis?’, Journal of Management Development, 21 (10), pp. 745-760.
Hair, J., Babin, B., Money, A. & Samouel, P. (2003) ‘Essentials of Business Research Methods’, John Wiley & Sons USA.
Human Resource of Management Services (2009) Available at:. http://www.nd.gov/hrms/managers/guide/tngdev.html, 2009 (Accessed: 7 Mar, 2010)
Hussey, J. and Hussey, R. (1997) Business Research: A practical guide for undergraduate and postgraduate students. New York: Palgrave.
International Council of Museums (2010) Available at: http:// www.icomamerica.com (Accessed:7 Mar, 2010)
Kristensen K., et al. (1999) ‘Measuring the impact of buying behaviour on customer satisfaction’, Total Quality Management, Vol. 10 Issue 4/5, pp. 602
Liu, W. C. (2006) ‘Museum Consciousness and Museum People’s Birth and Development’, Museumology Quarterly, 20 (3), pp. 7-21..
Liu, W. C. (2008) ‘A Study on the Performance Measures in Museums: Using the Museum of New Zealand Te Papa Tongarewa and National Palace Museum as Examples’ Museology Quarterly, 22(4), pp.109-125
McGivern, Y. (2003) The Practice of Market and Social Research: An Introduction. London: Prentice Hall
Morris, M.H., Pitt, L.F. & Joneycutt, E. D. (2001) Business-to-Business Marketing. 3rd edn. London: Sage
Murk, P. J. & Stephan, J. F. (1991) ‘Volunteers, how to get them, train them and keep them’, Economic Development Review.
National Museum of Natural Science (2010) Available at: http://www.nmns.edu.tw/ (Accessed: 10 January 2010)
Niven, P. and Mann, S. (2003) Adapting the Balanced Scorecard to Fit the Public and Nonprofit Sectors. Balanced Scorecard Step-by-step for Government and Not-for-profit Agencies. New York, NY: Wiley.
O’Donnell, F. J. & Duffy, A.H.B. (2002) ‘Modeling design development performance’, International Journal of Operations and Production Management, 22 (11), pp. 1198-221.
Paulus, O. (2003), ‘Measuring museum performance: a study of museums in France and the United States’, International Journal of Arts Management, 6 (1), pp. 50-64.
Price, A. (1997), Human Resource Management in a Business Context, 1st edn., Oxford: Alden Press.

Rowley, J. (1999), Research in brief-Measuring total customer experience in museums, International Journal of Contemporary Hospitality Management, 11 (6), pp. 303-308
Rolstadas, A. (1998), ‘Enterprise performance measurement’, International Journal of Operations and Production Management, Vol. 18, Nos 9/10, pp. 989-99.
Ryan, C. & Ng, C. (2000) ‘Public sector corporate governance disclosure: an examination of annual reporting practices in Queensland’, Australian Journal of Public Administration, 59 (2), pp. 11-23.
Saunders, M., Lewis, P. & Thornhill, A. (2007) Research Methods for Business Students. 4th edn. Spain: Pearson Education Limited.
Saunders, M., Lewis, P. & Thornhill, A. (2003) Research Methods for Business Students. 3th edn. Spain: Pearson Education Limited.
Saunders, M., Lewis, P., & Thornhill, A. (2000) Research Methods for Business Students. 2th edn. Spain: Pearson Education Limited.
Sink, S. & Tuttle, T. (1989). Planning and Measurement in your Organization of the Future. Norcross, GA: Industrial Engineering and Management Press.
Taylor, S. (2005) People resourcing. 3rd edn. London : Chartered Institute of Personnel and Development
The International Development Research Centre (2010) Available at: http://www.idrc.ca/en/ev-8513-201-1-DO_TOPIC.html
The Volunteering Australia (2009) Available at: http://www.conservationvolunteers.com.au (Accessed:7 Mar, 2010)
Tourism Bureau, Ministry of Transportation and Communications (M.O.T.C.) Republic of China (Taiwan) (2010) Available at: http://admin.taiwan.net.tw/english/index.asp. (Accessed:10 January 2010)
Victoria and Albert Museum (2010) Available at: 錯誤! 超連結參照不正確。(Accessed:7 Mar, 2010)
Wei, Davey and Coy (2008), A disclosure index to measure the quality of annual reporting by museums in New Zealand and the UK, Journal of Applied Accounting Research, Vol 9, No.1, pp. 29-51
Weil, S. E. (2002). From being about something to being for somebody: The ongoing transformation of the American museum. In: Weil, S. E., Making Museums Matter. Washington, DC: Smithsonian Institution Press.
Webb, D. and Hassall, K. (2002), “Measuring visitor satisfaction with Western Australia’s conservation estate”, Journal of Consumer Satisfaction, Dissatisfaction and Complaining Behavior, Vol. 15, pp. 81-99.
Wickramasinghe, V; De Zoyza, N. (2009),’A comparative analysis of managerial competency needs across areas of functional specialization.’ Journal of Management Development, 28(4),344-360
Wood, T. (2007), ‘Staying close to clients’ Global Investor, 202(5), p.p.42-43
Woodall, J; Scott-Jackson, W; Newham, T; Gurney, M.(2009),’Making the decision to outsource human resources’, Personnel Review,38(3),p.p.236-252
Zikmund,W.G.(2003) Business research mehods.7th edn. London: Thomson
921 Earthquake Museum of Taiwan (2010) Available at: http://www.921emt.edu.tw/ (Accessed:10 January 2010)









Bibliography
Beer, M & Spector, B. (1990) ‘Corporate-wide Transformations in Human Resource Mangement’, in Walton, R. E. &Lawrence, E. R. (eds.) Human Resource Management Trends and Challenges. Boston, MA: Harvard Business School Press.
Boxall, P. F. (1992) ‘trategic Human Resource Management: Beginnings o an Theoretical Sophistication’, Human Resource Management Journal, 2 (3), pp. 60-79
Brace, I. (2004) Questionnaire design: how to plan, structure and write survey material for effective market research. London: Kogan page limited.
Bratton, J. &Gold, J. (2007) Human Resource Management: Theory and Practice 4th edn. New York, U.S.: Palgrave Macmillan.
Buyens, D. & De Vos. A. (2001)’ Perceptions of the Value of the Hr Function’ Human Resource Management Journal, 11(3), pp. 70-89.
Buyens, D. Wouters, K. & Dewettinck, K. (2001) ‘Future challenges for HRD professionals in European Learning orientated organisations’ Journal of European Industrial Training, 25(9) pp 442-453
Christiansen, L. C. & Higges, M.(2008) ‘How the alignment of business strategy and HR strategy canimpact performance A practical insight for managers’, Journal of General Management, Vol. 33 No. 4 Summer
Claydon, T &Doyle, M. (1996) ‘Trusting me, trusting you: the ethics of employee empowerment’, Personnel Review 25(6), p.p.13-25
Colin Newbold, & Nicky Pharoah (2009) ‘What it means to be a learning organization’, Strategic HR Review, 8(3), p.p.82
Currie, G and Darby, R (1995) ‘Competence-based management development: rhetoric and reality’. Journal of European Industrial training, 19(5), p.p 11-18
Dansereau, F., Alutto, J. A. & Yammarino, F. J. (1984) Theory testing in organisational behaviour: The variant approach. Englewood Cliffs: Prentice-Hall.
Eccles, R. (1991) The performance measurement manifesto. Harvard Business Review (January–February), 131–137.
Francis, H. & Keegan A, (2006) ‘The changing face of HRM: in search of balance’. Human Resource Management Journal, 16(3), p.p.231-249
Fombrun, C., Tichy , N. M. & Devanna, M. A. (1984) Strategic Human Resource Management. 1st edn. New YORK: Wiley.
Gill, J. & Johnson, P. (2002) Research methods for managers. 3rd edn. London: Sage.
Gillham, B. (2007) Developing a questionnaire. 2nd edn. London: Continuum international publishing group.
Guzzo, R.A. and Shea, G.P. (1992), “Group performance and intergroup relations in organizations”, in Dunnette, M. and Hough, L. (Eds), Handbook of Industrial and Organizational Psychology, McNally, Chicago, IL, Vol. 3, pp. 268-313.
Jameson, J. (2008) Leadership: professional communities of leadership practice in post- compulsory education. Bristol: ESCalate.
Krantz, J. & Gilmore, T. N.(1990) the splitting of leadership and management as a socizl defense. Human Relations, 43.p.p. 183-204.
Legge, K. (1989) ‘Human Resource Management: A Critical Analysis’, in Storey, J. (ed.) New Perspectives on Human Resource Management. London: Routhledge, cpp.19-40.

Legg, K. (1995) Human Resource Management: Rhetorics and Realities. New York: Palgrave Macmillan.
Marchington, M, Wilkinson, A.(1996), Core personnel and development . London : Institute of Personnel and Development
Mavin, S, Wilding,P., Stalker,B, Simmonds,D, Rees.C, & Winch,F(2007),Developing “new commons” between HRD research and practice: Case studies of UK universities ,Journal of European Industrial Training, 31(1), p.p.93
McGrane, A. & Smailes, J. (2000) Essential business statistics. Essex: Pearson Education Limited.
McGrane, A & Pemberton, J. & Robbson, A. (2008) Business Research Analysis. Glasgow: McGraw Hill.
O’Donnell, D & Garavan, T,N. (1997) ‘Viewpoint: Linking training policy and practice to organizational goals’ , Journal of European Industrial Training, 21/9 pp 301-309
Oppenheim, A. N.A (1996) Questionnaire design, interviewing and attitude measurement. London: print publishers.
Pilbeam, S. (2002), 2nd ed. People resourcing : HRM in practice Harlow : Financial Times Prentice Hall
Rahman, B. A and Eldridge D.(1998) ‘Reconceptualising human resource planning in response to institutional change’. International Journal of Manpower 19(5),p.p.343-357
Sabine, B., Astrid, E. S.& Danie, G. (2007) Follower behaviour and organisational performance: the impact of transformational leaders. 13/3, p.p 15-27

Saka, A. (2003) ‘Internal change agents’ view of the management of change problem’ Journal of Organizational Change Management, 16(5) p.p. 480-496
Sheehan, C (2005) ‘A model for HRM strategic integration’. Personnel Review, 34(2), p.p.192-208
Storey, J. (1987) ‘Developments in the Management of Human Resources: An Interim Report’, Warwick Papers in Industrial Relations. November. IRRU: School of Industrial and Business Studies, University of Warwick..
Taylor, S.(2005), 3rd ed, People resourcing. London: Chartered Institute of Personnel and Development
Thomas, A. B. (2004) Research skills for management studies. 1stedn. London: Routledge.
Thompson, J. & Cole, M. (1997) ‘Strategic competency - the learning challenge’ Journal of Workplace Learning; 9 (5), p.p.153-162.
Torrington, D. (2008), 7th ed, Human resource management .Harlow: Financial Times Prentice Hall
Torrington, D. &Hall, L. (1996)’ Chasing The Rainbow: How Seeking Status Through Strategy Misses the Point for the Personnel Function’, Employee Relations, 18(6), pp. 81-97
Torrington, D., Hall, L. &Tayor, S. (2005) Human Resource Management. 6th edn. Essex, England: Pearson Education Limited.
Williams, A. (1994) ‘Enterprise Cultures in the Global Economy: Some Emerging and Theoretical Problems for Strategic Human Resource Management’. Employee Relations, 16(4), p.p. 5-17

Woodall, J; Scott-Jackson, W; Newham, T; Gurney, M.(2009),’Making the decision to outsource human resources’, Personnel Review,38(3),p.p.236-252
Wood, T. (2007), ‘Staying close to clients’ Global Investor, 202(5), p.p.42-43
Yammarino, F. J. & Dubinsky, A. J. (1990) Salesperson performance and managerially controllable factors: An investigation of individual and work group effects. Journal of Management. 16, p.p. 87-106.
Yarnall, J. (1998) ‘Line managers as career developers: rhetoric or reality?’ Personnel Review, 27(5) , p.p 378-395
Zikmund, W. G. (2003) Business research methods. 7thedn. USA: South-West.
Ulrich, D. (1997) Human Resource Champions. USA: Harvard Business School Press.
Ulrich, D. (1998) Delivering Results: A new Mandate for Humana Resource Professionals. 1st edn. USA, A Harvard Business Review Book.
Woodall, J; Scott-Jackson, W; Newham, T; Gurney, M.(2009),’Making the decision to outsource human resources’, Personnel Review,38(3),p.p.236-252
連結至畢業學校之論文網頁點我開啟連結
註: 此連結為研究生畢業學校所提供,不一定有電子全文可供下載,若連結有誤,請點選上方之〝勘誤回報〞功能,我們會盡快修正,謝謝!
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
無相關論文
 
系統版面圖檔 系統版面圖檔