高雄市公立國中小校長溝通行為與教師工作滿意度、組織承諾關係之研究

A Study of the Relationships among Public Elementary and Junior High School Principals' Communication Behavior, Teachers' Job Satisfaction and Organizational Commitment in Kaohsiung

本研究旨在探討國中小教師對校長溝通行為、工作滿意度及組織承諾所知覺的關係，進而提出建議，供教育行政機關及校長辦學之參考。採問卷調查法，依學校規模及類別分層隨機抽樣，抽取高雄市公立國中小教師共768位進行調查，以t考驗、One-way ANOVA、Pearson積差相關及逐步多元迴歸，進行統計分析處理。結論如下： 一、 校長溝通行為及教師工作滿意度的現況屬中上程度；教師組織承諾的現況則屬優等程度。 二、 校長溝通行為、教師工作滿意度及教師組織承諾隨教師背景、校長背景與學校環境背景之不同而有顯著差異。 三、 男性、資深、教師兼主任、已婚及校長到任5年以下之學校教師對校長溝通行為的知覺較佳。 四、 男性、資深、教師兼主任、已婚及校長到任5年以上之學校教師，其工作滿意度及組織承諾較高。然而，小型學校之教師工作滿意度較高，大型學校之教師組織承諾較高。 五、 校長溝通行為與教師工作滿意度、教師組織承諾有顯著正相關。 六、 校長溝通行為對教師工作滿意度及教師組織承諾有預測作用。

This study aims to discuss the relationship of elementary and junior high schoolteachers’ perception on principals’ communication behavior, teachers’ job satisfactionand their organizational commitment. The results are provided as suggestions forimprovement as well as references for educational authorities and principals withrespect to school administration. This study used questionnaire survey as researchmethod, and the subjects were public elementary and junior high school teachersin Kaohsiung. Based on the scales and categories of the schools, 768 teachers wereselected through stratified random sampling method. The data were analyzed witht-test, One-way ANOVA, Pearson product-moment correlation, and stepwise multipleregression analysis. The conclusions are provided as follows:1 The current status of teachers’ perception on principals’ communication behaviorand teachers’ job satisfaction are at an upper medium level; the current status ofteachers’ organizational commitment is at an excellent level.2 Principals’ communication behavior, teachers’ job satisfaction and organizationalcommitment showed significant differences based on teachers’ background,principals’ background, and school environment.3 Teachers who are male, graduated from graduate institute, married, with longerseniority, serving as teacher and director concurrently, serving in a small-scaleschool, and the principal has less than four years of service on duty, shows betterperception on principals’ communication behavior.4 Teachers who are male, married, with longer seniority, serving as teacher anddirector concurrently, and the principal has over five years of service on duty, showsbetter job satisfaction and organizational commitment. However, teachers servingin a small-scale school show better job satisfaction, but teachers serving in a largescaleschool show better organizational commitment.5 There are significant positive correlations among principals’ communicationbehavior, teachers’ job satisfaction and organizational commitment.6 Principals’ communication behavior has a predictive effect on teachers’ jobsatisfaction and organizational commitment. For job satisfaction, “Developmentpromotion” is the key variable of prediction.