Can High-Tech Companies Enhance Employee Task Performance through Organizational Commitment?

Li-Yu Tseng, Tian-Shyug Lee


Prior studies about task performance within the high-tech industry have focused mainly on the relationship among working stress, working characteristics, employee motivation, and the compensation system. This study, however, examines whether employee personality, organizational culture, and different leadership styles have an impact on organizational commitment and hence increase the employee’s task performance. To study this issue, 304 employees from high-tech public companies in Taiwan were selected as illustrative example, and LISREL software was used as the analytic tool. The research findings indicate that high-tech companies whose employees exhibit personality characteristics such as competition and high ambition (typically “Type A”) have a positive effect on organizational commitment. Second, high-tech companies exhibiting an innovative and supportive culture also have significant impact on organizational commitment. Third, employees with more value commitment and effort commitment show increased task performance. In addition, organizational commitment acted as an intermediary role between employee personality characteristics, organizational culture, and task performance; that is, employee personality characteristics and organizational culture indirectly influenced task performance through organizational commitment.

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International Journal of Business Administration
ISSN 1923-4007(Print) ISSN 1923-4015(Online)


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