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http://nhuir.nhu.edu.tw/handle/987654321/21757
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| 題名: | 戶政人員的知識學習、成就動機、組織文化對其組織創新、組織承諾與組織行政績效之影響性研究―以嘉義縣市各戶政事務所為例 |
| 其他題名: | RESEARCH ON THE INFLUENCE AMONG ORGANIZATIONAL INNOVATION, ORGANIZATIONAL COMMITMENT AND ORGANIZATIONAL ADMINISTRATION EFFECTIVENESS CAUSED BY KNOWLEDGE LEARNING, ACHIEVEMENT MOTIVATION, ORGANIZATIONAL CULTURE, OF HOUSEHOLD RESTRATION STAFF--AN EXAMPLE OF CHIA-YI COUNTY AND CITY HOUSEHOLD REGISTRATION OFFICES |
| 作者: | 李自在
Lee, Tzu-Tsai |
| 貢獻者: | 管理科學研究所
陳孟修
Meng-Shiou Chen |
| 關鍵詞: | 組織行政績效;組織文化;組織創新;組織承諾;成就動機;知識學習
Organizational Culture;Achievement Motivation;Organizational Commitment;Organizational Creative;Knowledge Learning |
| 日期: | 2004 |
| 上傳時間: | 2015-07-02 15:09:26 (UTC+8) |
| 摘要: | 我國戶政自86年戶政資訊化後，配合政府革新政策，推行各項簡政、便民、革新之創新作為，如員工終身學習、單一窗口作業、奉茶服務…等，大為提升為民服務與行政績效。本研究為瞭解嘉義縣市各戶政事務所在推行員工學習、創新績效等之成效，特針對戶政人員在知識學習、成就動機、組織文化對組織創新、組織承諾與組織行政績效進行探討。本研究問卷調查是以普查方式針對嘉義縣市各戶政事務所之編制內戶政人員為對象，共發出225份問卷，回收198份，無效問卷8 份，有效問卷190 份，有效問卷回收率為84.44﹪。並以SPSS軟體進行統計分析，經實證後之結論摘述如下： 一、不同服務年資的戶政人員對知識學習及其子構面「內隱知識」達顯著差異；不同學歷的戶政人員對知識學習之子構面「外顯知識」、組織行政績效之子構面「服務品質」達顯著差異 二、知識學習、成就動機、組織文化、組織創新、組織承諾與組織行政績效及各子構面間之相關性，絕大多數之大小構面間，呈現不同強度之顯著性相關。顯示本研究各構面相互之間，具有相當強度的相關性。 三、知識學習、成就動機、組織文化、組織創新、組織承諾對組織行政績效及其子構面間之影響性，對大多數構面呈現不同強度之影響性。 四、知識學習、成就動機、組織文化對組織創新、組織承諾與組織行政績效間之影響性，在各層級中，除少數構面於不同層級呈現無顯著影響外，大多數構面於不同層級中呈現不同強度之影響性。 以上結論之摘要將提供予中央及縣市政府施政、各戶政事務所執行業務，以及未來研究者之參考。
This study is focus on the personality, correlation and influence of variances among organization innovation, organizational commitment and organizational administration effectiveness caused by knowledge leaning, achievement motivation, organizational culture of household registration staff. This study is processed by questionnaire and use SPSS as Statistic analysis tool. There were 225 subjects. The numbers of valid questionnaires are 190 (84.44%). The conclusions of this study are the following: 1. The difference analysis between personal characteristic and variances.a. Household Registration Staffs in different positions have notable difference in several levels to Knowledge Learning, Organization Culture and Sub-groups. Staffs with different seniority have notable difference in “Knowledge Learning” and its sub-group, “Tacit Knowledge”. There is notable different between “Explicit Knowledge” consisted in “Knowledge Learning” and “Service Quality” consisted in “Organization Administration Effectiveness”. b. Achievement Motivation and Organization Commitment are divided into Group one and Group Two. Among “Knowledge Learning”, “Achievement Motivation”, “Organization Culture”, “Organization Innovation” and “Organization Administrative Effectiveness”, some are in notable difference and the others are in very notable difference.c. “Supportive Culture”, “Innovative Culture”, “Bureaucrat Culture” consisted in Organizational culture are divided into Group one and Group two. Most of them with different notable difference between “Organization Innovation”, “Organization Commitment”, “Organization Administrative Effectiveness” and its sub-group. 2. The correlation analysis between variances.a. There are notable correlations in different levels between “Knowledge Learning”, “Achievement Motivation”, “Organization Innovation”, “Organization Commitment”, “Organization Administrative Effectiveness” and its sub-group, except some. As most of them are in different notable correlation, we can say groups in this study have a certain correlation between each other. 3. The influence analysis between variances.a. The influence of “Knowledge Learning”, “Achievement Motivation”, “Organization Culture”, “Organization Innovation”, “Organization Commitment” with “Organization Administrative Effectiveness” and its sub-group: Most of groups/sub-groups have different notable influence in different layers, except few of them with non-notable influence. (Multiple Regression) b. The influence of “Knowledge Learning”, “Achievement Motivation”, “Organization Culture” with “Organization Innovation” and “Organization Commitment” with “Organization Administrative Effectiveness”: Most of groups/sub-groups have different notable influence in different layers, except few of them with non-notable influence. (Layer Regression.) Hence, there is a certain influence between groups in this study and “Organization Administrative Effectiveness”. The above conclusions can be references to Central government, county government, Household Registration Offices operation or to whom may be interested in the same subject. |
| 顯示於類別: | [企業管理學系(管理科學碩/博士班,非營利事業管理碩士班)] 博碩士論文-管理科學碩博士班
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