Title ： T he Manage ment o f Hu man Reso urces for organizatio nal co mmit m ent and
satisfactio n in the healthy d ep ar te ment
Shan Huang
1
MSN, Cheng-H ua Wang
2
P h.D, Sh un -Yu C hen,
3
P h.D
Fro m the Gr ad uate Scho ol o f B usiness and Op er atio ns manage ment, Chan g J ung
Christian Univer sit y, Tai -Nan, T ai wan
Ty pe o f ma nuscript: Or iginal ar ticle; Pro sp ectiv e surve y analysis ( Hu man
Reso urce Manage ment )
Keywo rds: T he Manageme nt o f Hu man Reso urces, organizational commitment, satisfaction
Address o f co rrespo ndence: Shan Huang , MSN, Schoo l o f, Dep art me nt o f Nursing,
Kao hsiun g Chan g Gun g Memo r ial Ho sp ita l, 12 3, Ta -P ei Ro ad , Niao -Sung District,
Kao hsiun g City, Tai wan 833 01
Tel.: +88 6 -7 -7 31 -7 123 Ext. 24 43
E ma il: t70 726 @cg mh.org.t w
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ABSTRACT
Intro ductio n : The study is to build up the environment for nurses to develop their potential on
nursing professional, to promote the development of the nursing roles and functions, and thus to
improve nurses’ job satisfaction. the purpose of this study is to examine the relationship among
correlation within organization commitment and job satisfaction of the nurses, and to analyze the
predictive factors of the nurses’ organizational commitment and job satisfaction.
M etho ds: This is a cross-sectional study using a convenience sampling. Data were collected from
two medical centers, two regional hospitals, and two district hospitals. In total, the nurses participated
in the study.
Results: The findings showed that: (a) there are positive correlations between organizational
commitment and job satisfaction; (b) the seniority of the organization are effective predictors, which
explain 38.8% of the total variance in organizational commitment; and (c) value commitment are
effective predictors, which explain 59% of the total variance in job satisfaction.
Co nclusio ns: T he manager should inspire the nurses’ commitment and job satisfaction, thus to
ensure the efficiency of the organizational performance. we suggest that the manager should build up
the environment for nurses to develop their potential on nursing professional, to promote the
development of the nursing roles and functions, and thus to improve nurses’ job satisfaction. Also, the
manager should inspire the nurses’ commitment and job satisfaction, thus to ensure the efficiency of
the organizational performance.
Key words: The Manage me nt o f Hu man Reso urces, organizational commitment, satisfaction.
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INTRODUCTION
The numbers of nurse in practicing medical personnel in Taiwan increased from 37.5% in 1986 up
to 53% in 2003. Nowadays, in this rapidly changing and highly competitive environment, if any
enterprise wants to keep competitiveness in the market, it is necessary to understand its employees well
and assign them the jobs which commensurate with their competency. And, supervisors can develop the
employees’ potential with empowerment to achieve the maximum efficiency. In the supervisor’s point of
view, how to make staffs to contribute themselves is through incentive policies to motivate staffs’
potential and working willingness to complete assignments and enhance the productivity of the
organization (Huang, 2000). Therefore, the purpose of this study was to examine the nurses’ relationship
with the organizational commitment and job satisfaction.
M ATERIALS AND M ETHO DS
This is using a cross-sectional correlational design. The subjects were recruited from two medical
centers, two regional hospitals and two district hospitals in southern Taiwan.The questionnaire and the
response rate was 93%. The inclusion criteria for the participants were selected from (1)who works in a
hospital center, regional hospital ,and local hospital.(2)Regisrated nurses has licensee(3)The staff working
clinical not a manager(4)Who want to attend this study
After developed the internal consistency of reliability , the data
sample of 446 full time staff nurses
in six hospitals ,we
was collected from a convenience
explained them the research purpose and how
to answer the questionnaire, and we finished the questionnaire into a envelope. The ethical consideration
we advocated as:treated cases as respect ,and they had their own choice to attend thes study,we talled
cases they didn’t have to sign their names in the questionnaire,then case finished the questionnaire we
gave them a apresent.
RESULTS
A stepwise multiple regression analysis was used to examine the predictive factors of organizational
commitment and job satisfaction. The showed that the length of working time in unit, reciprocity
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empowerment, synergy empowerment were effective predictive factors of organizational commitment
which could explain 38.8% of total variance in organizational commitment. that strive commitment and
value commitment were effective predictive factors of job satisfaction which could explain 59% of the
total variance in job satisfaction.
organization, have higher loyalty to the organization, and feel proud to be one of the members of the
organization, and the performance will of course be excellent (Mowday, Steers & Porter, 1974; Tsai,
2001; Wang, 2003; Yang, 2000). Therefore, when nurses have deep emotion to the organization, they will
work hard to repay the organization’s help, and not easy to be effected by external environment. To
promote the nurses’ organizational commitment is the best expression to job satisfaction (Tsai, 2001).
DISCUSSIO N
Findings showed that the more willingness to express their commitment to the organization.
Therefore, to consider the importance of organizational commitment, the administrator/manager of the
organization should empower the nurses through their job mission at an appropriate time. Thus,
organization should provide staffs’ diversified, comprehensive, significant, autonomous, and repayable
working environment through considerate design. Organizational commitment was significantly and
positively correlated with job satisfaction (r=0.661, p＜.01). All of these factors explained 38.8% of the
total variance in organizational commitment. In this study, the average length of working time at the unit
was 1.5 years, most were less then 5 years (60.8％); and the average length of working time at the
hospital was 1.6 years, most were less than 5 years (52.9％). Therefore, hospital organization should
provide more learning opportunities to the junior nurses, and to improve their confidence in professional
knowledge and competency. Working organization should value the staffs’ ability and working
performance and avoid hindering the opportunities of rewards and promotion of the junior outstanding
staffs, thus, improve staffs’ organizational commitment. To the senior nurses, the organization should
provide them opportunities to take more important responsibility to enhance their job satisfaction.
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