Although previous studies have demonstrated the importance of balance between family and work life, few have included quality of work life (QWL) and job-related attitudes. The aim of this study was to examine the impact of quality of work life on auditors' career and organizational
commitment in Taiwanese public accounting firms, and how those commitments, in turn, affect turnover intention. Our findings indicate that different dimensions of QWL result in distinctive effects on organizational and career commitments and turnover intentions. Managerial implications for
both researchers and practitioners are discussed.
Previous research on employee‐turnover intention has focused mostly on a single level of analysis. This multilevel study of 1,149 employees and 144 managers from a 21‐store Taiwanese retail home improvement chain demonstrated that individual and store‐level factors were significantly associated with employee‐turnover intention. Job characteristics explain within‐store variance. In addition to age and tenure similarity among employees, transformational leadership and compensation explain between‐store variance. Theoretical and practical implications of the research are also discussed.
To determine whether training programs produce real benefits for small and medium‐size enterprises (SMEs), we must investigate the relationships between those programs and their effects on the business performance of SMEs. Although a number of previous studies have attempted to accomplish this task, serious inadequacies, such as inconsistent definitions of training and “rough” methods of training classification and measurement, have raised doubts about the validity of their findings. To remedy these inadequacies and more accurately assess the relationships between training and training effectiveness, this study employs a comprehensive measurement of training including training organization, expenditure, duration, process, and delivery methods. Its findings show that firms with sophisticated training systems and strong management support for training are most successful at maximizing the effectiveness of their training programs.
Contingency theory holds that human resource management methods are selected in accordance with the type of competitive strategy adopted by a business. It moreover assumes that companies that closely coordinate their business strategy and HRM activities achieve better performance than companies that do not. This study attempts to examine the interactive effects of various combinations of business and HRM strategies from the standpoint of contingency theory. The conclusions are based on an analysis of questionnaires completed by 315 local firms in Taiwan. The results show that different business and HRM strategy combinations have different effects on organizational performance. However, these differences were not always consistent with the predictions of contingency theory.
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