曹承礎Chou, Seng-cho T.臺灣大學:資訊管理學研究所周子元Chou, Tzy-YuanTzy-YuanChou2010-05-052018-06-292010-05-052018-06-292009U0001-1401200911130500http://ntur.lib.ntu.edu.tw//handle/246246/179936The work behavior and performance of information systems (IS) personnel are recognized as critical factors in the success of IS project development and organizational effectiveness. It is well established that higher individual performance is generated by the unique skills required of IS personnel and the organizational support provided them. Organizational citizenship behaviors (OCB), such as altruism, courtesy, virtue, conscientiousness and sportsmanship, reflect positive influences in the environment and are crucial in the success of organizations. Yet, unfortunately, IS workers exhibit significantly lower OCB along with many other significant differences in traits. To the best of our knowledge, no study examined MIS personnel’s antecedents of OCB. What IS managers can do to improve OCB of IS personnel without detracting from individual job performance is an important question to address. This dissertation proposes two models to deal with this issue.irst, Leader-member exchange (LMX) represents the quality of interaction between leaders and members of a work unit. LMX is expected to improve the quality of work and organizational citizen behavior through organizational commitment (OC), but prior research has failed to establish this link between LMX and OC satisfactorily, and has been largely ignored in the information systems (IS) literature. To determine the influence of LMX in the IS project environment, a model is developed based on the background in the IS and management literature that considers LMX an important contributor to job satisfaction and organizational commitment. In turn, organizational commitment influences both work quality and organizational citizenship behaviors in a beneficial way. econd, the IS literature has suggested that perceived fairness is a critical motivational factor of IS personnel. A relationship between perceived justice and organizational commitment is suggested in the general human resources management literature. Nevertheless, studies examining the relationship between organizational justices and job commitment are limited. Researchers argue that job commitment is a personal characteristic. Therefore, it is less likely to be influenced by organizational factors and is more likely to be influenced by personal characteristics. Since job commitment is one kind of work-related attitude, refers to as a cognitive or belief state of psychological identification with a particular job, and is determined by one’s perceptions about the job’s potential for satisfying salient needs, we argue that individual’s perceived organizational justice will lead to job commitment, which, in turn, affects one’s OCB.hese two models are confirmed with a sample of 298 IS professionals from 3 public, 4 private, and 1 non-profit organizations in Taiwan. Results indicate that (1) By separating organizational commitment into affective (AC), continuous (CC), and normative (NC) commitment, we confirm that job satisfaction is a full mediator between LMX and AC and CC. However, it is a partial mediator between LMX and NC. LMX retains a direct effect on NC. (2) By separating organizational justice into distributive (DJ), procedural (PJ), and interactional (IJ) justice, job commitment is a mediator between organizational justice and OCB for DJ and IJ, but not PJ. The pooled effects explain 26.4% of the total variance of job commitment. It confirms us that job involvement should be influenced by organizational context (perceptions of organizational justice). Implications of the findings and suggestions are also discussed.Table of Contents試委員會審定書 I誌 ibstract in Chinese ……… iibstract in English ivhapter 1. Introduction 1hapter 2. Literature Reviews 6.1 Job performance models 6.2 Antecedents of performance 9.3 Organizational citizen behaviors (OCB) 11.4 Work Commitments 14.4.1 Organizational commitment 19.4.1.1 Antecedents of affective organizational commitment 22.4.1.2 Antecedents of continuance organizational commitment 23.4.1.3 Antecedents of normative organizational commitment 24.4.1.4 Outcomes of organizational commitment 25.4.2 Job Commitment (Job Involvement) 26.5 Organizational Justice Theory 29.5.1 Distributive justice 29.5.2 Procedural justice 29.5.3 Interactional justice 30.6 Leader-Member-Exchange (LMX) theory 33.7 Job satisfaction 35.8 Job Characteristics Model (JCM) and Job Contents as Key Motivators for MIS Personnel 37hapter 3. Relationships between LMX, Job satisfaction, and Organizational Commitments for MIS Personnel 41.1 Proposed Research Model and Hypotheses 42.1.1 LMX and Job Satisfaction 43.1.2 Job Satisfaction and Organizational commitment 43.1.3 LMX and Organizational Commitment 44.1.4 Controls 46.2 Research Methodology 46.2.1 Data collection 46.2.2 Measures 48.2.3 Measure validation 52.3 Data Analysis and Results 53hapter 4. Impact of Justice on Organizational Citizen Behaviors of MIS Personnel 55.1 Proposed Research Model and Hypotheses 56.2 Research Methodology 61.2.1 Data collection 61.2.2 Measures 62.2.3 Measure validation 63.3 Data Analysis and Results 65hapter 5. Conclusions and implications 69.1 Contributions 70.2 Implications 71.3 Limitations 75.4 Future Researches 77eferences 78ppendix A. Employee’s Questionnaire 103ppendix B. Supervisor’s Questionnaire 109application/pdf918202 bytesapplication/pdfen-US長官員工間關係品質組織公平組織公民行為組織承諾工作承諾工作滿意Leader-Member-eXchange (LMX)Organizational JusticeOrganizational Citizen Behavior (OCB)Organizational CommitmentJob CommitmentJob Satisfactionhttp://ntur.lib.ntu.edu.tw/bitstream/246246/179936/1/ntu-98-D90725002-1.pdf