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  4. Organizational Culture Values and Employee Effectiveness: Elaborate the Difference Scores Fit Indices
 
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Organizational Culture Values and Employee Effectiveness: Elaborate the Difference Scores Fit Indices

Date Issued
2004
Date
2004
Author(s)
CHIOU, CHENG-NING
DOI
zh-TW
URI
http://ntur.lib.ntu.edu.tw//handle/246246/55881
Abstract
Traditionally, we used to access difference scores fit indices to measure the fitness of organizational culture value and employee’s personal value. However, this type of fit index only concern about the extent of value differences, the cause of the differences and employee’s emphasis of values are neglect. One primary purpose of this study is to reconstruct traditional difference scores fit indices in order to highlight the significance of cause differences and employee’s emphasis of values. Four kinds of fit indices including P-O fit (ratio of values which employee and organization both are highly emphasizing), p-o fit (ratio of values which employee and organization both are lowly emphasizing), P-o unfit (ratio of values which employee are more emphasizing than organization), and p-O unfit (ratio of values which organization are more emphasizing than employee), was developed based on absolute difference index. This study also includes five employee outcome variables for clarifying the utility of the newly developed fit indices including job satisfaction, turnover intention, affective commitment, continuance commitment, and organizational citizenship behavior. The main findings of the study indicated that the association between P-O fit and job satisfaction, turnover intention, affective commitment, and continuance commitment is significantly stronger than the association between p-o fit and those outcome variables; and the correlation of these two fit indices with organizational citizenship behavior is contrariwise. The association between P-o unfit and job satisfaction, turnover intention, affective commitment, and continuance commitment is also significantly stronger than p-O unfit with those criterion variables; but the correlation of p-O unfit with organizational citizenship behavior is significantly stronger than P-o unfit. Furthermore, when we control the effect of absolute difference index, two pairs of fit indices including P-O fit, p-o fit, and P-o unfit, p-O unfit still has significant effect. The result suggests that the cause of differences and employee’s emphasis of values will affect the effect of value fit.
Subjects
工作滿意度
契合度指標
組織公民行為
價值觀契合
離職意願
情感性承諾
工具性承諾
差距契合度指標
organizational citizenship behavior
difference scores fit indices
value fit
continuance commitment
job satisfaction
turnover intention
affective commitment
fit indices
Type
other

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