a study of human resource management on organization commitment and organizational citizenship...

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A STUDY OF HUMAN RESOURCE MANAGEMENT ONORGANIZATION COMMITMENT AND ORGANIZATIONALCITIZENSHIP BEHAVIOR: A COMPARATIVE CASE FORCROSS-STRAIT EMPLOYEES OF A TAIWANESE PAPERCOMPANYHsiang-Ru Chen a , Yunshi Liu b , Bor-Wen Cheng c & Hui-Ching Chiu da Department of Industrial Engineering and Management , National Yunlin University ofScience and Technology , 123 University Road, Section 3, Douliou, Yunlin, 64002, Taiwan,R.O.C.b Department of Business Management , National Yunlin University of Science andTechnologyc Department of Industrial Engineering and Management , National Yunlin University ofScience and Technologyd Human Resources Department, TUTORABC, INC.Published online: 09 Feb 2010.

To cite this article: Hsiang-Ru Chen , Yunshi Liu , Bor-Wen Cheng & Hui-Ching Chiu (2009) A STUDY OF HUMAN RESOURCEMANAGEMENT ON ORGANIZATION COMMITMENT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR: A COMPARATIVE CASE FORCROSS-STRAIT EMPLOYEES OF A TAIWANESE PAPER COMPANY, Journal of the Chinese Institute of Industrial Engineers, 26:4,289-302, DOI: 10.1080/10170660909509144

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Journal of the Chinese Institute of Industrial Engineers, Vol. 26, No. 4, pp. 289-302 (2009) 289

A STUDY OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATION COMMITMENT AND ORGANIZATIONAL

CITIZENSHIP BEHAVIOR: A COMPARATIVE CASE FOR CROSS-STRAIT EMPLOYEES OF A TAIWANESE PAPER

COMPANY

Hsiang-Ru Chen* Department of Industrial Engineering and Management National Yunlin University of Science and Technology

123 University Road, Section 3, Douliou, Yunlin 64002, Taiwan, R.O.C. Yunshi Liu

Department of Business Management National Yunlin University of Science and Technology

Bor-Wen Cheng Department of Industrial Engineering and Management National Yunlin University of Science and Technology

Hui-Ching Chiu Human Resources Department, TUTORABC, INC.

ABSTRACT

The purpose of this study is to find out how the cross-strait employees in Taiwan and Mainland China affect human resource management on organizational commitment and organizational citizenship behavior. A questionnaire was adopted and randomly distributed to Taiwanese and Mainland China employees of a Taiwan paper company. There were 348 questionnaires returned and analyzed by regression analyses, the major findings are as fol-lows: the results of cross-strait employees comparisons on value commitment, retention commitment, and organizational public welfare are significant: age will significantly influ-ence the organizational commitment, and selection and retention have significance for the value commitment and the retention commitment, the factor of cross-strait employees has a positive moderating effect on the relationship between retention and organizational public welfare, and a negative effect on the relationship between staffing and organizational public welfare. The cross-strait employees between human resource management and interper-sonal altruism have a negative moderating influence in staffing, and with the positive mod-erating influence in selection; others have no influence. In addition, the cross-strait em-ployees between human resource management and value commitment have a positive moderating influence in retention and with negative influence in education. As the findings itself, it is important to note that our results showed when human resource manager devise the human resource policy in cross-strait company, these different employees characteris-tics should be considered. Keywords: human resource management, organizational commitment, organizational citi-

zenship behavior, cross-strait

1. INTRODUCTION*

There is little doubt that the Mainland China has become one of the major areas for outward in-vestment. Foreign investors consider various factors such as business markets, land, cost, labor, language

* Corresponding author: [email protected]

and distance. According to records of the investment commission, the ministry of economic affairs (MOEA, 2008) [22] in Taiwan, the total number of investment cases of Taiwan-based enterprises in Mainland China is 36,538 and the total amount of money invested was about 648.69 hundred million U.S. dollars from 1991 to 2007. The growth of in-vestment results the Taiwans company examining the strategies of human resource decisions by firms

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290 Journal of the Chinese Institute of Industrial Engineers, Vol. 26, No. 4 (2009)

on the employees management mode [34]. Accom-pany with the highly growth of Taiwan companies invested in the Mainland China, Taiwans companies faced the human resource managements problems, expects the supplies of human resource managers are unable to meet the demand, the human resource managers how to realize what are the discrepancies between Taiwan and Mainland China in order to fo-cus the major cross-strait hints of the individual hu-man resource management to meet the targets of or-ganization.

Tayeb [54] indicated that people have incon-sistent cultural values and attitudes that exist between various societies with different cultures and behav-ioral differences within a similar environment. Com-paring Taiwan and Mainland China, they have similar historical backgrounds and ethnic cultures, but they have some diversity in economics and politics. Based on this perception, the differences between Taiwan and Mainland China may result in discrepancies be-tween Taiwanese and Mainland Chinese employees in their attitudes and behaviors. In research of cases about human resources of multinational enterprises, Adler [3] suggested that an international enterprise should respect cultural differences and adopt the spe-cific cultural features existing in its subsidiaries to practice various human resource managements (HRM); therefore, the international human resources management (IHRM) should consider the consistence under globalization and local diversity. In a case study about human resources between Taiwan and Mainland China, Jaw et al. [28] argued that a sub-sidiarys policy in employee selection, educational training, and performance appraisal is apt to be af-fected by its parent company if the subsidiary in Mainland China substantially relies on its parent company in Taiwan; in particular, the performance appraisal will be emphasized for obvious diversity in culture. Chiu and Ng [14] who examined work-and family-oriented women-friendly human resources management on organizational commitment and or-ganizational citizenship behavior found that if or-ganizations hope to win employees hearts and minds, they should also consider the personal development intention. Recently, IHRM studies have been inter-ested in how HRM strategies fit companys strategies, and how to gain competitive advantages, so, to set-ting up an IHRM control system is important [27].

For human resource management, an important question is if exists cross-strait influence between Taiwan and Mainland China on organizational com-mitment and organizational citizenship behavior in an international corporation? The purpose of this em-pirical study is to analyze the influences about cross-strait employees confront with the human re-source management on organization commitment and organization citizenship behavior, and further, pro-vide the research results to human manager to make a

fine regulation of human resource activities and re-duce the human resource management conflicts be-tween Taiwan and Mainland China. 2. RESEARCH ISSUES AND

HYPOTHESES 2.1 Human resource management and

organizational commitmentOC

Organizations with different kinds of human resource managements will result dissimilar organi-zation commitment. Human resource management is generally associated with recruitment, selection, educational training, performance appraisal, promo-tion, salary and welfare, employees participation, and career planning shall be categorized to selection, education, staffing and retention in this study [16-17, 21, 53].

An article titled The Organization Man writ-ten by Whyte [57] in 1956, which claimed organiza-tion men working for an organization should belong to a part of this organization and explained it from the viewpoint of instrumental exchange and psychologi-cal exchange. Some scholar from an instrumental viewpoint defined the organization commitment as a consistent activity for an investment or a bet relating to external profits that is exercised by an individual. Chiu and Ng [14] according to the social exchange framework indicated that the employees who feel their employer is committed to their well-being will seek a balance in exchanging relationships with the degree of commitment.

Some scholars elaborated the organization commitment from the psychological viewpoint and argued that the organization commitment is a strong faith of accepting an organizations objectives as well as values and of striving for organizational profits to explicitly anticipate becoming a member of the or-ganization. Organization commitment as a significant index of evaluating an organizations performance found those employees with higher organization commitment will express higher job performance as objectives, belonging to the organization closely to establish the communication channels and have good citizenship behavior [4, 7, 37, 42, 47].

Porter et al. [42] categorized the organization commitment into (1) value commitment: faith of ac-cepting an organizations targets and values; (2) ef-fort commitment: desire to thoroughly devote to an organization; and (3) retention commitment: strong aspiration to stay within an organization. The organ-izational commitment represent the employees at-tachment degree of the organization; the employees are willing to facilitate the company goal achieved while they are conscious of organization in the hu-man resources activity fairly treated and well reten-

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Chen et al.: A Study of Human Resource Management on Organization Commitment and 291 Organizational Citizenship Behavior: a Comparative Case for Cross-strait Employees of a Taiwanese Paper Company

tion policy [12, 37, 58]. Some researchers argued the organizational

commitment maybe turn into the quality index of human resource management [37, 42]. In general, human resource can be classified as control and commitment practices, control approaches aim to increase efficiency and reduce direct labor costs and rely on strict work rules and procedures and base rewards on outputs. Commitment approaches aim to increase effectiveness and productivity and rely on conditions that encourage employees to identify with the goals of the organization and work hard to ac-complish those goals [8, 56, 59]. Based on the above viewpoints, human resource management and or-ganization commitment are mutual affected.

Ogilvie [38] proposed if organization provides much better human resource management activities will result the positive organization commitment in-fluence for employees. Ouchi [41] indicated that the internal employees recognition would ascend through selection; in a word, the employees high recognition for an organization can be reached by means of satisfaction degree of recruitment.

Chiu and Ng [14] pointed out human resource management can effect higher affective organization commitment. Some literatures show that employees are trained according to human resource management plan will have higher organizational commitment and the rate of retention; right in employees selecting is benefiting to organizational commitments, but, with-out giving education and inappropriate staffing will reduce employees organizational commitments [12, 23, 45, 55].

Based on the above review of the literature, this paper offers the following hypothesis.

Hypothesis 1: Employees organization com-mitment is positively related to their perception of company supported more efforts in human resource management. 2.2 Human resource management and

organizational citizenship behavior OCB

Organization citizenship behavior has become

a foundation for concepts in organizational studies. Smith et al. [51] considered that spontaneous behav-iors would overtake the standard required by an or-ganization and the reward or penalty norm of an or-ganization; all these behaviors undefined within the job description are called the organization citizenship behavior. The social exchange framework [48] states that employees who perceive themselves being val-ued and cared for by their organization will not only feel that they ought to be committed to the organiza-tion, but also feel obliged to return its kindness to them by engaging in behaviors that support organiza-

tional goals. In analyses of McNeely and Meglino [33] and

Coleman and Borman [15], the organization citizen-ship behavior is classified into three types of behavior: persistence of duty for tasks, organizational public welfare (OPW) for an organization, and interper-sonal altruism (IA) for individuals, but this paper focused on the discussion of external behaviors of employees, so exclude persistence of duty for tasks from organization citizenship behavior.

Katz [29] argued in an effective organization, the organization members are not only to be retained and participated well, but also self-behaved than or-ganization norm requested and sufficed the organiza-tion target. Some researches pointed out if organiza-tional human resource management process in se-lecting, staffing well characteristics of employees will relate to organization citizenship behavior repre-sentation [10, 36].

Organ [39] and Organ and Ryan [40] argued the employees behave the organization citizenship behavior can effectively distribute financial resources and human resources, so the organization citizenship behavior may be included in consideration of a man-agers appraisal to an employees performance. Mor-rison [35] also admitted a positive influence of the educational training on human resource management to the organization citizenship behavior field because the training is conductive to construction of social exchange relationships and the latter is the basic fac-tor affecting organization citizenship behavior. Pos-dakoff and MacKenzie [43] and Allen and Rush [5] support arguments that the organization citizenship behavior contributes to enhancement of an organiza-tional performance. Schnake et al. [49] found an ob-vious correlation among promotion, salary and the organization citizenship behavior. Lin and Chang [31] proved that fair salary payment perceived by em-ployees would positively affect employees citizen-ship behavior; therefore, this paper hope to discuss the relative importance of human resource manage-ment as a factor in determining organization citizen-ship behavior, so this study proposes the second hy-pothesis;

Hypothesis 2: Employees organization citi-zenship behavior is positively related to their percep-tion of company supported more efforts in human resource management. 2.3 Cross strait employees

Dowling and Schuler [19] proposed when com-pany transforms into an international company, the employees in different district should have distinct human resources policy. Literatures usually viewed HRM with employee participation, extensive training, pay for performance, job design and so on forth hu-man resource activities; but in different industrialized

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countries, company typically does not share the same ownership structure and will have each specific in-ternationalization decisions [9, 11, 61].

Cheng et al. [13] found that Mainland China employees incline to seek more steady jobs than Taiwanese employees do; they are anxious about change occurring and resist direct material achieve-ments; Mainland China superintendents aspire for more power than Taiwanese superintendents do. The difference in employees behaviors may be derived from employees dissimilar nationalities or cultural backgrounds. Krilowicz and Lowery [30] found that superintendents from the United States more deeply emphasize the organization citizenship behavior than superintendents from the Dominican Republic do; Fok et al. [20] argued that the professionals citizen-ship behavior might be influenced by their different nationalities and cultural backgrounds.

Hofstede [24, 26] pointed out that the cultural differences between countries originate from differ-ent values, employees from the same country usually have similar values but the obvious drop in practical management exists between different companies. Shenkar and Ronen [50] found that the discrepancy in ideology and culture between Taiwan and Mainland China leads to apparent disparity affecting individual work characteristics.

Does discrepancy in culture and values be-tween Taiwanese and Mainland China affect relations between human resource management and organiza-tion commitment or between human resource man-agement and organization citizenship behavior? It can be clearly seen that the development of human re-sources follows economic growth. Since highly de-veloped countries pay much attention to human re-source management, and selection, education, staff-ing, and retention of competent people in an organi-zation, enterprises employees in these countries will have more significant organization commitment than those enterprises employees in other lesser devel-oped countries do. While researching the difference in human resource management between Taiwan and Mainland China over the past decade by the similar viewpoint, we can conclude that Taiwanese employ-ees usually have higher recognition in human re-source management and better organization commit-ment for enterprises than Mainland China employees do owing to Taiwans previous five-decades of ad-vanced development compared to China and because of a more mature evolution in human resource man-agement.

However, the economic development in some Mainland China cities now even surpasses Taipei because of rapid recent economic progress. Presently, large numbers of foreign enterprises need various competent people. It is believed that these enterprises, including Taiwan-based companies, provide com-plete management systems and make painstaking

efforts to develop human resource management in Mainland China. For those Mainland China employ-ees, it is made beyond any doubt that to join these enterprises is a chance to free them from poverty, so these outstanding employees ought to have more self-demands and more expectations for the enter-prises they join. Thus, they will have larger aspira-tions and organization commitment for the company as long as they feel the company respect in the human resource management department.

The above viewpoints offer two kinds of totally different possibilities: first, some factors such as early social development, complete concepts in company management, and employees activities that demand human resource management in Taiwan relatively influence employees organization commitment. When Taiwanese employees have the perception of a companys high support of human resource manage-ment, their organization commitment is higher; on the contrary, if they have a perception of a companys neglect of human resource management, they may express little organization commitment. Second, the fact that Mainland China employees demand more human resource management on account of their as-piration to get rid of poverty relatively influences their organization commitment. Similarly, when Mainland China employees have the perception of a companys high support in human resource manage-ment, they are more willing to express organization commitment more highly; however, if they have the perception that a company neglecting their human resource management, they may express little or-ganization commitment. Furthermore, it is hard to forecast the direction of the moderating effect of Taiwanese and Mainland China employees due to a lack of practical research as a reference.

From another viewpoint, Mainland China em-ployees will endeavor to grasp any chance to reveal their talents and particularly concerning activities like performance appraisal, salary payment and promotion owing to their aspiration to escape from poverty. In fact, Mainland China employees organization citi-zenship behavior may be affected when they perceive a companys high support of the human resource management department. In a sense, Mainland China employees deeply realize that their citizenship be-havior is one of the best ways to win a favorable im-pression of an enterprise notwithstanding that citi-zenship behavior is beyond the scope of basic work requirements.

The above discussion suggests that firms in cross-strait districts have a very complex pattern of human resource management, coexists with signifi-cant organization citizenship behavior as well as Taiwan and Mainland China. Based on the reviewed of the literatures, we propose the following hypothe-ses and set up the research model as Figure 1.

Hypothesis 3: The cross-strait employees have

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a moderating effect on the relationship between em-ployees organization citizenship behavior and their perception of company supported more efforts in human resource management.

Hypothesis 4: The cross-strait employees have a moderating effect on the relationship between em-ployees organization commitment and their percep-tion of company supported more efforts in human resource management.

Figure 1. The research model

3. METHODS 3.1 Sample and data collection

A paper manufacturing company was selected for this study. The company was founded in 1978 in Taiwan, and manufactures various paper products of corrugated papers, industries papers, brown papers, facial papers and so on. It became a listed corporation in 1985 and has invested in China since 1996, and now is one of the three big papermaking manufactur-ers in domestic and the totally sales volume accounts for domestic market is approximately 20%. The whole company has almost 2,200 employees; there are 1,000 employees (about 45.5%) in Taiwan and there are 1,200 employees (about 54.5%) in the Mainland China. In the initial stage of investing in China, most of the manpower came from the parent company in Taiwan and the human resource depart-ment of the subsidiary in Mainland China followed the human resources policy created by the superin-tendent of the headquarters in Taiwan.

The study will be simplified by the distinction principle of Poter et al. [42]. Thus, the effort com-mitment and the value commitment will be integrated in this study because of their similarity, and only the value commitment (VC) and the retention commit-ment (RC) classified from the organization commit-ment are selected for questionnaire investigation.

The questionnaires of this study were partly developed by previous research efforts and have re-ceived strong support regarding internal and external validity. Also, there were still some other questions that were generated and revised from literature re-view and expert opinions. We did the pre-test of the questionnaire and sent 30 questionnaires to case company cross-strait employees, the respondent rate

are 100%, since the questionnaire was modified in consultation with validity.

The questionnaire is divided into three major parts: human resource management, organization commitment and organization citizenship behavior. For human resource management, it is divided into four dimensions such as selection, education, staffing, and retention. For organization commitment, there are two dimensions, value commitment and retention commitment. For the organizational citizenship be-havior, there are two dimensions including interper-sonal altruism as well as organizational public wel-fare. Except for individual data such as gender, age, and seniority in the questionnaire, the five-point Li-kert Scale is adopted for the measurement scale of the questionnaire.

The data were collected through the intranet system, 460 questionnaires were distributed in Octo-ber in 2006, 140 questionnaires to the subsidiary in Mainland China and 320 questionnaires for the parent company in Taiwan. We received 122 questionnaires from Mainland China and 226 from Taiwan; the total number of returned questionnaires was 348 (response rate of 75.65 percent). One issue commonly raised concerning survey methodology is common method variance. Significant common method variance would result in one general factor accounting for the majority of covariance in the variables. We per-formed one factor analysis [44] on items related to the dependent and independent variables. No general factor was apparent in the un-rotated factor structure; thus, common method variance is unlikely to be causing the relationship among variables in current study. 3.2 Measurement 3.2.1 Independent variables

The human resource management contains four dimensions; selection, education, staffing and reten-tion. The design of this part is modified from the measurement scales of Snell and Dean [53]. The property classification of questions is recruitment, educational training, performance appraisal, promo-tion, salary, employees participation, complaints, and career planning. 3.2.2 Dependent variables

OC: Porter et al. [42] categorized the organiza-tion commitment into (1) value commitment: faith of accepting an organizations targets and values; (2) effort commitment: desire to thoroughly devote to an organization; and (3) retention commitment: strong aspiration to stay within an organization. The organ-izational commitment measurement scale adopted in this study was revised from the organizational com-

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mitment questionnaire of Porter et al. [42]. The ques-tionnaire has two dimensions: VC and RC.

OCB: Smith et al. [51] considered that sponta-neous behaviors would overtake the standard required by an organization and the reward or penalty norm of an organization; all these behaviors undefined within the job description are called the organizational citi-zenship behavior. The organizational citizenship be-havior measurement scale in this study was adopted and modified from the classification of Anderson and William [7]. The questionnaire has two dimensions: the interpersonal altruism (IA) and organizational public welfare (OPW). 3.2.3 Moderate variable

The cross-strait employees are the moderating variable to examine what the differences are between Taiwan and Mainland China employees. We assumed employees in Mainland China and Taiwan as dummy variable encode the employees of Taiwan as 1 and employees in Mainland China as 0. 3.2.4 Control variables

Demographic factors such as age, gender, ma-rital status, seniority, education level, industry cate-gories and work experience have been found to be significantly related to organizational commitment [6, 18, 32]. This study adopted gender, age, seniority, department and educational degree as the control variables. 3.2.5 Analytical approach

We included control variables in model I, and added four independent variables of human resource management in model II. The SPSS 13.0 statistical software was selected as the tool for data analyses of accumulated questionnaires and the largest VIF is 4.08. The method for analyses is described as fol-lows: 1. Reliability analysis of the measurement scale: The

Cronbachs was used for assessing the reliability of the measurement scales for human resource management, organizational commitment and or-ganizational citizenship behavior.

2. Factor analysis: First, the factor analysis had to be conducted for each dimension in the measurement scales of human resource management, organiza-tional commitment and organizational citizenship behavior. Second, the suitability as well as the ra-tionality of questions had to be verified and unrea-sonable questions were deleted. Finally, scores for the measurement scales had to be recalculated.

3. In this study, the Pearson product-moment correla-tion coefficient was used to analyze the possible relationship between variables.

4. Regression analysis: regression was adopted to verify the relationships between hypotheses H1 ~ H4.

4. RESULTS AND ANALYSIS

In the analysis of the control variables, the re-sults of this study shows that male employees per-ceived much more attention from company than the female employees in education (F=9.05, P


Table 1. The cross-strait employees descriptive statistics

Table 2. The cross-strait comparison of human resources management, organizational commitment, and organ-

izational citizenship behavior

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Table 3. The descriptive statistics and the Pearson correlation coefficient

Table 4. The empirical analysis table of the human resources management activities and the organizational commitment

In hypothesis 1, we supposed employees or-

ganization commitment is positively related to their perception of company supported more efforts in human resource management. The results about hy-pothesis 1: In Model I of Table 4, it shows that age will significantly influence the organizational com-

mitment and older employees have higher VC (T=5.285***) and RC (T=5.469***). In the Model II, selection and retention have significance for the VC (T=2.730**; T=6.169***) and the RC (T=2.599***; T=4.291***); education has significance for the VC (T=3.442**). In hypothesis 2, we supposed employ-

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ees organization citizenship behavior is positively related to their perception of company supported more efforts in human resource management. The results about hypothesis 2: In model I of Table 5, it is shown that age has a significant influence on the or-ganizational citizenship behavior (T=2.541*; T=4.045***); seniority has a significant influence on the IA (T=-2.025*). In model II, it is exhibited that selection has significance for the IA (T=2.201*); education (T=3.086**) and staffing (T=-2.648**) have significance for the OPW; retention has signifi-

cance for the IA and the OPW (T=2.503*; T=2.904**).

In hypothesis 3, we supposed the cross-strait employees have a moderating effect on the relation-ship between employees organization citizenship behavior and their perception of company supported more efforts in human resource management. The results of the moderating effects of cross-strait em-ployees for the human resource management and the organizational citizenship behavior are shown in Ta-ble 6.

Table 5. The empirical analysis of the human resources management activities and the organizational citizenship

behavior

Table 6. The empirical analysis table of moderating effects of cross-strait employees for the human resources management and the organizational citizenship behavior

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Table 7. The analysis table of moderating effects of cross-strait employees for the human resources management and the organizational commitment

In hypothesis 4, we supposed the cross-strait employees have a moderating effect on the relation-ship between employees organization commitment and their perception of company supported more ef-forts in human resource management. The results of the moderating effects of cross-strait employees for the human resource management and the OC are shown in Table 7.

Concluded the analysis results of hypothesis 3 and 4, we found out the factor of cross-strait em-ployees has a positive moderating effect on the rela-tionship between retention and organizational public welfare, and a negative effect on the relationship be-tween staffing and organizational public welfare. The cross-strait employees between human resource management and interpersonal altruism have a nega-tive moderating influence in staffing, and with the positive moderating influence in selection; others have no influence. In addition, the cross-strait em-ployees between human resource management and value commitment have a positive moderating influ-ence in retention and with negative influence in edu-cation. However, the cross-strait employees have no moderating effect on the relationship between human resource management and retention commitment.

5. DISCUSSION AND CONCLU-

SION

Our study supports the view of human resource management on organization commitment and or-ganizational citizenship behavior between Taiwan and Mainland China employees. The findings suggest

that human resource manager should be capable of distinguishing cross-strait employees diversities and pay more attention to the distinct effects.

There are some important findings of this study. Company emphasize the activities of employees se-lection and retention will enhance employees behave higher organizational commitments. The results are close to [38, 45, 55] proposed, that means when em-ployees realized the efforts of the company supported in recruiting and selection, and provides sufficient guarantee to remain employees in company can en-courage employees pay more attention in organiza-tional commitments.

This result demonstrates the relation between selection and organization citizenship behavior with-out significance, the findings are not the same as [10, 36]. Education causes the employees display more organization public welfare behavior, this finding is the same as [35] suggested. The level of staffing ac-tivity influenced organization citizenship behavior is decided by the documentation if well done of not. Too emphasize on individual performance assess-ment is not always beneficial to the development of organization citizenship behavior, this finding is dif-fer from [10, 49]. Retention activity can help em-ployees to perform organization citizenship behavior if employees understand how seriously that the com-pany regarded for the employee career, and, have the chances to join the development of company, the finding is as the same as [15] study.

The empirical result shows cross-strait em-ployees have different value commitments on selec-tion, education and retention activities, and they are

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conformed to [9]. In different districts, international companies should design various human resource management activities, the finding correspond with the conclusion of [19]. For retention commitment, it does not always rise up because of the education and staffing activities carry out.

As the findings itself, it is important to note that our results showed when human resource man-ager devise the human resource policy in cross-strait company, these different employees characteristics should be considered. As everybody knows, the sur-vival of the enterprise depends on its human quality. The practices of human resources management need to align with the change of the external environment and to integrate every activity of human resources management to achieve the organization goal. The enterprises expect their employees can work assidu-ously, take initiative, demonstrates loyally, and commit to the organization; at the same time, the companies relatively must establish culturally con-gruent human resources strategy, focusing on the development policy of human resources. Through providing the smooth communication channel, the company can dynamically improve human resources activities and cultivate the working value of employ-ees, therefore to achieve the objective of developing human resources as its competitive advantage.

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ABOUT THE AUTHORS Hsiang-Ru Chen currently is a Ph.D. student in the Department of Industrial Engineering and Manage-ment at National Yunlin University of Science and Technology, Taiwan. He is responsible for R&D de-partment in JAU YEOU Industry CO., LTD. His re-search interests are in hospital management and qual-ity management. Yunshi Liu is an associate Professor of Business Administration at National Yunlin University of Sci-

ence and Technology. She received her Ph.D. from National Sun Yat-Sen University in 1998 with a ma-jor in organization management. Her recent research interests focus on corporate governance, top man-agement succession, organizational change and de-sign, and interlocking directorate. Her research has been published in Journal of World Business, Inter-national Business Review, Journal of Management (Chinese), Management Review (Chinese), Sun Yat-Sen Management Review (Chinese), Chiao Da Management Review (Chinese). Bor-Wen Cheng is a professor of Industrial Engi-neering and Management and former director of Health Service Management at the National Yunlin University of Science and Technology in Taiwan. His research interests are in the areas of customer rela-tionship management, service quality and hospital management. He has a BS from Tunghai University in Taiwan and an MS and PhD from Auburn Univer-sity. He is a member of CSQC, CIIE, and CMST. Hui-Ching Chiu is a Human Resources Manager in TUTORABC, INC., Taipei, Taiwan. She has more than 10 years practical experiences in Human Re-sources functions. Her research interests include Human Resource Management, Performance Ap-praisal, Cross-Trait Human Resource issue, Organ-izational Commitment, Organizational Citizenship Behavior. (Received August 2008; revised December 2008; accepted December 2008)

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a study of human resource management on organization commitment and organizational citizenship...

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