[[alternative]]The Impact of Psychological Contract and Organizational Commitment on the Work Performance, taking Administration Staffs of Cultural Bureau in Five Counties in Central Taiwan as an Example

碩士商業教育學系[[abstract]] 本研究針對文化局行政人員心理契約與組織承諾對工作績效的影響來探討，並探究當組織承諾程度越高，是否會提高心理契約對工作績效正向影響。 本研究以中部五縣市文化局行政人員為調查對象，共計發出239份問卷，回收218份，回收率91.7 %，扣除無效問卷18份，有效問卷計200份，有效問卷回收率為91%。 本研究以LISREL軟體進行驗證性項目分析及因素分析，驗證研究工具之建構效度、收斂效度、內部模式品質與適配度等各項指標。並以SPSS統計軟體作為統計分析的工具，進行描述性統計分析、皮爾森積差相關分析、多元迴歸分析、階層迴歸分析（以婚姻及職位為控制變項）等統計方法，以驗證研究假說。 研究結果發現：1、心理契約對脈絡績效有正向影響，但對任務績效無顯著影響。2、努力的承諾在心理契約與任務績效、脈絡績效間有顯著的正向影響。3、價值的承諾在心理契約與任務績效、脈絡績效間有顯著的正向影響。4、留職的承諾在心理契約與任務績效、脈絡績效間有顯著的正向影響。5、組織對員工應盡的義務對任務績效與脈絡績效有顯著預測力;員工對組織應盡的義務對任務績效與脈絡績效有顯著預測力。 本研究依據上述研究發現，分別對機關、員工暨未來研究者提出建議，以供參考。 關鍵詞：行政人員、心理契約、工作績效、組織承諾[[abstract]]The research studies the impact of psychological contract and organizational commitment on the work performance of administration staffs of Cultural Bureau, and examines if higher organizational commitment increases the positive effect of psychological contract on work performance. A total of 239 questionnaires were distributed, focusing on administration staffs of Cultural Bureau in five counties in central Taiwan as the respondents. Two hundred(200) valid questionnaires were obtained out of 218 questionnaires received, 18 of the questionnaires were considered invalid, resulting in the response rate of 91.7% and the valid response rate of 91%. The statistical software package of LISEL is used to perform item analysis and factor analysis to verify the construct validity, convergent validity, quality of the internal model and model suitability. For verification, SPSS is used for statistical analysis that encompasses the descriptive statistical analysis, Pearson’s product-moment correlation, multiple regression analysis, and hierarchical regression analysis with marital status and job position as the control variables. Based on the findings of this study, the following conclusions were reached: 1. Psychological contract has a positive effect on contextual performance, but does not have a significant influence on the task performance. 2. Effort commitment has a significant positive effect among psychological contract, task performance and contextual performance. 3. Value commitment has a significant positive effect among psychological contract, task performance and contextual performance. 4. Retention commitment has a significant positive effect among psychological contract, task performance and contextual performance. 5. The obligations that the organization has to its employees can be a significant predictor for task performance and contextual performance, and the obligation that the employees have to its organization can be an effective predictor for task performance and contextual performance. Lastly, the study attempted to provide data summaries and recommendations that could be used by government organizations and their employees, as well as a basis for future research efforts. Keywords: Administration staffs, psychological contract, work performance, organizational commitmen