租賃業中領導風格、組織創新、組織承諾、工作滿足對工作績效影響之研究－以中租迪和股份有限公司為例

Based on a combination of the social exchange theory, theory of reasoned action, self-determination theory (SDT), roll identity concept, intrinsic motivation theory, the concept of empowering leadership, and the psychological contract theory, this study presents two integrated models which investigate the relationships between single or bundled commitment-based HR practices (CBHRPs) at an organizational level and individual outcome variables (organizational commitment, knowledge sharing, and innovation performance) from a cross-level. It also identifies the mediating roles played by organizational commitment, and knowledge sharing in the relationship between single CBHRPs, bundled CBHRPs and innovation performance. It further examines the moderating roles of empowering leadership and relational psychological contract in the relationship between single CBHRPs, bundled CBHRPs, organizational commitment, knowledge sharing, and innovation performance. Drawing on a sample of 402 employees from 116 high-tech firms in Taiwan, the results at the individual level show that (1) organizational commitment positively influences knowledge sharing, (2) knowledge sharing positively influences innovation performance, (3) knowledge sharing positively mediates the relationship between organizational commitment and innovation performance, (4) relational psychological contract positively moderates the relationships between organizational commitment, knowledge sharing, and innovation performance. At the cross level, when firms implement five single CBHRPs, including participation, work design, training and development, performance appraisal, and compensation and rewards, the following results can be concluded: (1) only participation, work design, training and development, and compensation rewards positively influence organizational commitment, knowledge sharing, and innovation performance, (2) empowering leadership only positively moderates the relationships between participation, work design, training and development, organizational commitment, knowledge sharing, and innovation performance, (3) organizational commitment only positively mediates the relationships between participation, work design, training and development, and knowledge sharing, (4) knowledge sharing only positively mediates the relationships between participation, work design, training and development, and innovation performance, and (5) empowering leadership positively moderates the relationships between organizational commitment, knowledge sharing, and innovation performance. However, when firms bundle those five CBHRPs together, the following results can be concluded: (1) bundled CBHRPs positively influences organizational commitment, knowledge sharing, and innovation performance, (2) organizational commitment positively mediates the relationship between bundled CBHRPs and knowledge sharing, (3) knowledge sharing positively mediates the relationship between bundled CBHRPs and innovation performance, (4) empowering leadership positively moderates the relationships between bundled CBHRPs, organizational commitment, knowledge sharing, and innovation performance. The theoretical and managerial contributions and implications of these findings are discussed.

Taiwan Sugar Corporation is a government-owned business and specialized in traditional sugar industry in the early stages. In recent years , it has been divided into eight business divisions. The different leader of each business division creates different performances during the organizational transformation. In order to promote business performance , the leader must know the real intention of employees in the process of business transformation. The purpose of this study aims to explore the relationships among leadership style , organizational commitment , job involvement and job performance. Hypothesis will be built after literature reviewing and take empirical research for Taiwan Sugar Corporation Hypermarket Business . I hope the research result can contribute to the future strategy of it. A total of 250 questionnaires were distributed and 197 valid questionnaires were returned , the valid return rate was 78.8% . To verify the framework and all the hypothesis of this research , descriptive statistics , reliability , factor analysis , analysis of variance , regression analysis were employed to test whether significant impacts and differences exist in each research dimensions. According to analysis result , conclusions were summarized as follows: 1. Leadership style has a significant positive effect on job performance. 2. Organizational commitment has a significant positive effect on job performance. 3. Job involvement has a significant positive effect on job performance . 4. Leadership style has insignificant effect on organizational commitment. 5. Leadership style has a significant positive effect on job involvement. 6. Organizational commitment doesn’t mediate the effects of leadership style on job performance. 7. Job involvement doesn’t mediate the effects of leadership style on job performance. Keywords: Leadership Style , Organizational Commitment , Job Involvement,Job Performance

Purpose: This comprehensive mini review explores the mediating role of organizational commitment in the relationship between job satisfaction and job performance, with specific attention to Malaysia’s civil service sector. Its objective is to determine whether organizational commitment offers a more consistent and nuanced explanation of how employee satisfaction translates into performance outcomes, particularly in a context where public accountability, efficiency, and service quality are critical to governance effectiveness. Methods: A systematic literature search was conducted using Scopus and Google Scholar (search date: 25 August 2025), yielding 412 studies, of which 82 met the inclusion criteria for detailed review. Boolean operators and keywords such as “organizational commitment,” “job satisfaction,” “job performance,” and “civil servants” were applied. Inclusion criteria focused on peer-reviewed studies addressing organizational commitment as a mediating factor within the Malaysian public sector context, while exclusion criteria removed non-English publications, studies without explicit reference to the mediator, and grey literature. Results: The findings indicate that organizational commitment encompassing affective, continuance, and normative dimensions plays a pivotal role in reinforcing the job satisfaction and performance relationship. Commitment enhances motivation, loyalty, and extra-role behaviors, thereby addressing inconsistencies in direct satisfactiona and performance associations. However, challenges remain, including cultural and institutional variability, risks of burnout when commitment is unsupported by organizational resources, and difficulties in capturing psychological constructs through digital monitoring tools. While emerging technologies such as human resource management systems (HRMS), engagement platforms, and e-government dashboards provide avenues for strengthening commitment, they also raise concerns about privacy, fairness, and generalizability. Conclusion: Organizational commitment provides theoretical clarity and practical pathways for enhancing civil servant performance in Malaysia by aligning individual attitudes with institutional goals. Future research should adopt longitudinal and context-sensitive designs that integrate cultural values, leadership styles, and technological developments. Practically, leadership training, transparent career progression, and recognition systems embedded within civil service reforms offer promising avenues to strengthen organizational commitment and, in turn, workforce effectiveness and governance outcomes.

As a one of big industry that have contribution for Indonesian economy, the growth of Indonesian’s paper industry in 3 years later always declines. Especially, there are 3 paper industries at East Java that have international market orientation. Because of the big size of employee, the research and development of the quality of human resources is urgent to be done. The purposes of this study are analyze and examine: (1) the influence of leadership style upon the job performance; (2) the influence of work motivation upon the job performance; and (3) the influence of organizational commitment upon the job performance. The population in this study are 5.021 operational employees in 3 paper industries, PT. Pabrik Kertas Tjiwi Kimia, PT. Kertas Leces, and PT. Pakerin. Data collecting was obtained by field observation, distributing the quistionare and interviewing to 90 employees as sample. Then, data was processed and analyzed by using linier regression analysis, with SPSS version 13 software. The results of this study are: (1) leadership style, work motivation, and organizational commitment have significant simultaneous and partial influence upon the job performance; (2) organizational commitment is dominant variable influence upon the job performance. Keywords : leadership style, work motivation, organizational commitment, and job performance.

This study ascertained the leadership practices and style, managerial effectiveness, and job satisfaction and performance among heads of local social welfare development offices (LSWDOs) in Panay Island. Conducted in February 2023, 104 heads, selected through simple random sampling method, served as respondents of the study. Four (4) published standardized data-gathering instruments were utilized in the study-the Leadership Practices Inventory; the Leadership Style Survey; the Leadership Assessment instrument, and the Minnesota Satisfaction Questionnaire; and the Agency’s Office Performance Commitment and Review and Individual Performance Commitment and Review. Statistical tools used were frequency count, percentage analysis, rank, mean, standard deviation, the eta correlation, and the Pearson’s r. Hypotheses were tested at .05 alpha level. Study results revealed that the most dominant leadership practices among heads of (LSWDOs) was “enabling others to act,” while “inspire a shared vision” was least dominant. “Model the way,” “challenge the process,” “enabling others to act,” and “encourage the heart” were extremely nurtured among the heads with participative style as their most dominant leadership style. These heads, described as great leaders, were very satisfied with their jobs and had outstanding job performance. They did not vary in their leadership practices, leadership styles, managerial effectiveness, job satisfaction, and job performance, regardless of their personal characteristics. Leadership practices, leadership style, managerial effectiveness; job satisfaction; and job performance were positively and not significantly related.

This study investigates the mediating role of job satisfaction in the relationship between quality of work life, organizational commitment and job performance among nurses - a population often overlooked in mediation-based research models. By simultaneously examining two critical outcomes (organizational commitment and job performance), this study proposes a novel framework that integrates quality of work life and job satisfaction into a unified model of occupational well-being and performance. A cross-sectional survey was conducted with 401 nurses employed at a large healthcare campus. Data were analysed using a two-stage mediation model to evaluate both direct and indirect relationships. In the first stage, the direct effects of quality of work life on organizational commitment and job performance were assessed. In the second stage, the mediating role of job satisfaction was tested using bootstrapped confidence intervals. Findings revealed that job satisfaction fully mediates the relationship between quality of work life and organizational commitment, and partially mediates the relationship between quality of work life and job performance. These results suggest that improvements in nurses' quality of work life enhance organizational commitment and job performance primarily through increased job satisfaction. This study highlights the importance of healthcare administrators and policymakers prioritizing initiatives aimed at improving workplace conditions such as fair compensation, professional support and a positive work environment. Enhancing these factors can promote greater job satisfaction, organizational commitment and performance among nurses, thereby contributing to the overall sustainability and effectiveness of healthcare systems. While previous studies have typically examined the relationships among quality of work life, job satisfaction, organizational commitment and job performance independently or in isolated pairs, this study makes a novel contribution by positioning job satisfaction as a central mediating mechanism within a comprehensive model. Uniquely, the model simultaneously tests two critical outcomes-organizational commitment and job performance - within a single analytical framework. Moreover, by focusing on nurses - an occupational group often underrepresented in mediation-based occupational research - the study enhances its relevance and addresses a significant gap in the literature. By empirically demonstrating how improvements in quality of work life, via job satisfaction, lead to tangible organizational outcomes, the study offers new insights with direct implications for healthcare management and policy development.

Job performance is the most widely studied criterion variable in the literature pertaining to organizational behavior and human resource management.However,most studies on job performance are limited in that they focus on the dimensions of work behavior that lie in what has traditionally been included in the scope of a specific task itself.The objective of the present study was to explore the domain of job performance.The present study also aimed to determine which of the above three variables would have the strongest effects on job performance. By applying structural equation modeling analysis and using a sample of 1066 employees across 12 firms,the present study examined whether job satisfaction and organizational commitment mediate the relationship between goal orientation and employee job performance and its outcomes. The research results indicated that job performance was empirically distinguished from task,contextual,learning,and innovative performances.On the other hand,job satisfaction,organizational commitment,and goal orientation are significantly not uniform in influencing every sub-job performance dimension.In particular,job satisfaction had significant positive effects on the different dimensions of task,contextual,learning,and innovation performances.Organizational commitment had significant positive effects on the dimensions of task,contextual,and learning performances and negative effects on the dimension of innovation performance.Job satisfaction and organizational commitment was not found to mediate the relationship between goal orientation and every dimension of job performance;however,it directly affected job performance(task,contextual,learning,and innovation performances). Some implications can be drawn from this study.First,the four dimensions of the job performance model have been examined using a structural equation modeling analysis.Second,consistent with previous studies,the present study also suggests that job satisfaction,organizational commitment,and goal orientation influence job performance in different domains.Finally,the paper is summarized and some directions for future research are presented,for example,integrating organizational forms into the relationship between job performance and the independent variables(job satisfaction,organizational commitment,and goal orientation).

Research objectives were to determine a functional framework and to synthesize a causal model of leadership behavior, job satisfaction, organizational commitment, and job performance of sugar company employees in Thailand. The study reported the responses of 591 operational employees from 24 sugar companies operating in different parts of Thailand. Data were analyzed with descriptive statistics using SPSS (version 11.5) and path analysis using LISREL (version 8). Research findings indicated that dimensions of leadership behavior, job satisfaction, and organizational commitment have mediated positive effect on job performance. Organizational commitment positively mediates the relationships between leadership behavior and job performance and between job satisfaction and job performance. Furthermore, leadership behavior is positively correlated with job satisfaction.

Today there is much attention given to effective leadership, that without which organizations will find it difficult to survive. To be effective, leaders not only need technical skills but also people skills that can motivate the followers with understanding, sensitivity and prudence. There are very few studies done in India regarding these aspects from the educational perspective. There for the objective of this study is to determine the influence of leadership styles of the principals as perceived by the teachers on their job satisfaction and organizational commitment. The study made use of Linear Regression to identify the impact of administrators' leadership styles on teachers' job satisfaction and organizational commitment. The collected data shows a significant impact of transformational leadership on teachers' job satisfaction and organizational commitment.

To survive in the fierce competition and its own limitations, private enterprises in China must innovate. Since most private enterprises lack material resources, it is realistic to rely on organizational memory to innovate. Based on the perspective of organizational memory, this paper explores the relationship between organizational memory, absorptive capacity and innovation performance. This paper collects data through questionnaire, and verifies the relationship between organizational memory and innovation performance by correlation analysis and regression analysis. It is found that organizational memory and innovation performance have a significant positive correlation at the level of 0.01, the correlation coefficient between organizational memory and innovation performance is 0.538 (P < 0.01), the correlation coefficient between declarative organizational memory and innovation performance is 0.468 (P < 0.01). The correlation coefficient between process organizational memory and innovation performance is 0.308 (P < 0.01). The results show that there is a significant positive correlation between organizational memory and innovation performance of private enterprises. Potential absorptive capacity has a significant moderating effect between organizational memory dimensions and innovation performance, while real absorptive capacity has a significant moderating effect between organizational memory dimensions and innovation performance. Thus, improving the organizational memory level and absorptive capacity of private enterprises has a positive role in promoting their innovation performance. This study examines the relationship between organizational memory, absorptive capacity and innovation performance, which expands the scope of organizational memory research, and provides a reference for private enterprise innovation from the perspective of organizational memory and absorptive capacity.

The purpose of this research is to examine the relationship between deans' leadership styles and faculty job satisfaction in Taiwan's system of higher education. The results of this study will help administrators to effectively lead their institutions toward educational reform in Taiwan.This study's results showed that there was a significant relationship between leadership styles and job satisfaction. There was also a significant difference between observed and expected leadership styles. Leadership style S3 (low task/high relationship) was the most popular expected and observed leadership styles, followed by leadership style S2 (high task/high relationship), leadership style S4 (low task/low relationship), and leadership style S1 (high task/low relationship). In general, faculty members had a moderate level of job satisfaction. Significant difference was found between leadership styles and job satisfaction in terms of type of institutional governance, faculty gender, faculty size, faculty years of experience, and faculty age. There was no significant difference between leadership styles and job satisfaction in terms of type of administrator gender and institutional type.

1. Objectives: In this research, job and stress of the staffs who is working on clinical trial of oriental medicine involved in the project of Korea Institute of Oriental Medicine (KIOM) was identified. And an efficient way to enhance the working ability of clinical trial of oriental medicine was developed by recognizing the relationship of job satisfaction, organizational commitment and job performance with their stress. 2. Methods: A survey was conducted on 18 staffs in 12 hospitals who is working in the project of The construction of constitutional information collecting system for the scientification of Sasang Constitution. The collected data was analyzed with computer software of SPSS 17.0 3. Results: The research results are as follows: 1. The staffs of clinical trial of oriental medicine responded that they want to receive the rewards for their work with a salary, and they felt that through clinical demonstration followed by SOP and front face photograph are the most difficult works in clinical trial of oriental medicine. 2. Permanent workers showed higher organizational commitment than temporary workers in the relationship of job satisfaction, organizational commitment and job performance with general characteristics(p=0.026). 3. In the relationship of job stress with general characteristics, the workers who are higher than college graduates had dissatisfaction in salary with the highest frequency(p=.004), and the workers whose monthly salary is higher than 2 millions won showed the lowest job stress(p=.021). 4. In the relationship of job satisfaction, organizational commitment and job performance with job stress, as job apprehension stress is increased, job performance is dramatically decreased(p=.027). And as improper salary stress is increased, job satisfaction and organizational commitment is dramatically decreased (p=.018, p=.050). 4. Conclusions: It was clearly evidenced that job satisfaction, organizational commitment and job performance is closely related with stress of the staffs who is working on clinical trial of oriental medicine. And it is highly recommended that the improvement of working condition and the decrease of job stress can enhance the working ability of them.

This research was conducted to measure innovative performance of teachers at the State Vocational High School Kolaka, Kolaka District, Southeast Sulawesi Province. Variables used in this study are organizational culture, job satisfaction, organization commitment and innovative performance. Organization culture, job satisfaction as an independent variable in analyzing organization commitment variables. While other variables namely innovative performance as the dependent variable. Sampling technique in this study was to use a census method with a total of 98 respondents, while those collected were 82 questionnaires. Data analysis in this study uses smart PLS (Partial Least Square). Finding of this study found that organizational culture and job satisfaction have positive relationship on organization commitment. Moreover, organization culture, job satisfaction, and organizational commitment have positive relationship toward innovative performance.

This study aimed to examine the effect of the antecedent of job satisfaction on job satisfaction, the influence of leadership style, organizational commitment and job satisfaction on turnover intention and whether job satisfaction was able to mediate the relation of antecedent of job satisfaction on turnover intention. The respondents in this study were employees at consulting firms in Semarang. The analysis instrument in this research was the multiple regression. The study showed that leadership style and organizational commitment had positive influence on job satisfaction. The other result of this study showed that leadership style, organizational commitment and job satisfaction had negative influence on turnover intention. With the proven fact of the influence of leadership style, organizational commitment and job satisfaction on turnover intention, the managers of consulting firms, therefore, should use leadership style that fit with employees, should try to increase the organization’s commitment to employees so they knew that they were a part of the organization and to maintain their membership in the organization and should improve employee satisfaction in order to reduce the turnover intention among employees.

In the age of globally competitive market, enterprise must keep upgrading by building innovation capability to avoid phasing out from the market. Organizational innovation capability under a suitable leadership style leads to good innovation performance. 149 employees of listed and OTC electronics information companies in Taiwan are chosen as sampling subject. We use AMOS 6.0 statistical software to test the hypotheses we develop. The findings are as follows: (1) organizational innovation capability has a positive impact on organizational innovation performance, (2) the leadership style has a positive relationship on organizational innovation performance, and (3) the leadership style moderates the relationship between organizational innovation capability and organizational innovation performance.