論文提要內容：
　　近幾年金融電話行銷業,歷經2005年雙卡債風暴及2008年金融風暴影響, 許多外商金融公司紛紛選擇離開台灣市場或合併,再者外在環境,如:消費者隱私意識抬頭、詐騙電話的衝擊、個人資料保護法的施行等等…影響了整個消費金融業的電話行銷人員流動率不斷升高、流動率的增高，致使電話行銷人員的平均產能下滑，營運績效不如以往，經營成本拉高, 這些都成了電話行銷的阻力與潛在危機。
本研究藉由探討組織承諾與領導風格,員工滿意度,角色內服務行為與角色外服務行為等因素來了解對於電話行銷人員績效的關聯影響。
本研究以某外商銀行內的各個事業體包括：信用卡、個人信貸、房貸、財富管理及客戶關係維繫部之電話行銷人員為研究對象，並整合電話行銷主管及客戶端的問卷反應，綜合其觀點做為研究標的。本研究針對外商金融電話行銷人員探討其產業之領導型態、工作滿意度、組織承諾、角色服務行為以及工作績效的構面因素，並建立結構方程關係模式(Smart PLS)來驗證領導型態、工作滿意度、組織承諾、角色服務行為以及工作績效之關鍵因素及其相互關聯性，做為金融電話行銷業擬定相關策略之參考依據。因此本研究目的包括：一、探討領導型態、工作滿意度、組織承諾、角色服務行為以及工作績效之構面因素 二、探討領導型態、工作滿意度、組織承諾、角色服務行為以及工作績效之間的影響 三、依據研究結果提供管理意涵和未來可研究方向給外商金融公司及後續研究者做為未來參考。
關鍵字：電話行銷、組織承諾、領導風格、員工滿意度、角色內服務行、績效

Abstract:
　　 The credit and cash-card debt crisis in 2005 and the financial crisis in 2008have caused numerous foreign financial companies to merge or leave Taiwan. Furthermore, external environments such as a rising consumer sense of privacy, the shock of scam phone calls, and the implementation of the Personal Information Protection Act have influenced the entire consumer finance business with an increasing telesales turnover rate. The high turnover rate has decreased the previous average productivity and performance capacity and increased operating costs, which has become a telemarketing obstacle and potential crisis.
　　The target population of this study is telesales personnel working in every business unit of a foreign bank, including credit card, personal loan, mortgage loan, wealth management, and customer retention. We collected 306 useful data samples, which were analyzed using partial least squares (PLS). This research explores the correlation between performance and factors, including organizational commitment, leadership style, employee satisfaction, in-role service behavior, and extra-role service behavior. The purpose of this study is as follows. First, This study discussion the correlation between performance and factor, include organizational commitment leadership style, employee satisfaction, in-role service behavior, and extra-role service behavior. Second, this research explores the affect between performance and influence; include organizational commitment leadership style, employee satisfaction, in-role service behavior, and extra-role service behavior. Finally, the study offers management implications and research directions to future researchers.

Table of Contents
中文摘要	I
英文摘要	II
Table of Contents	III
List of Figures	V
List of Tables	VI
Chapter 1 Introduction	1
1.1 Research Background and Topic	1
1.2 Research Process and Thesis Organization	3
Chapter 2 Literature Review and Research Hypothesis	5
2.1 Literature Review	5
2.1.1Organizational Commitment	5
2.1.2 Transformational Leadership	6
2.1.3 Intrinsic Job Satisfaction and Extrinsic Job Satisfaction	8
2.1.4 Extra-Role and In-Role Service Behaviors	9
2.1.5 Performance Evaluation by Leaders and Customers	11
2.2 Research Hypothesis	12
2.2.1 The Relationship Between Organizational Commitment and Job satisfaction	12
2.2.2The Relationship Between transformational leadership and Job satisfaction	15
2.2.3 The Relationship between Job Satisfaction and Role Service Behaviors	16
2.2.4 The Relationship between Service Behaviors and Performance	17
Chapter 3 Methodology	20
3.1 Research Framework	20
3.2 Research Setting	20
3.3 Questionnaire Design	21
3.4 Sampling and Data collection	26
3.5 Data Analysis Method	27
3.5.1 Descriptive Statistics Analysis	27
3.5.2 Reliability and Validity Analysis	27
3.5.3 Structural Equation Model	27
Chapter 4 Data Analysis and Results	28
4.1 Respondent Profiles	28
4.2 Measurement Model Result	30
4.2.1 Reliability Analysis	30
4.2.2 Validity Analysis	31
4.3 Structural Model Hypothesis Test	36
Chapter 5 Conclusions	39
5.1 Research Discussion	39
5.2 Theoretical Implication	40
5.3 Managerial Implications	42
5.4 Research Limitations and Future Research	43
Reference	45
Appendix	55

List of Figures
Figure 1.1 Research Process	4
Figure2.1 A Three-component Model of Organizational Commitment Source: Allen and Meyer (1990)	6
Figure 3.1 Research Framework	20
Figure 4.1 Result of PLS analysis	37

List of Tables
Table 3.1Organization commitment-Affective commitment items and   Literature sources	22
Table 3.2 Organization commitment- Continuance commitment items and Literature sources	22
Table 3.3 Organization commitment- Normative commitment items and Literature sources	23
Table 3.4 Intrinsic satisfaction items and Literature sources	23
Table 3.5 Extrinsic satisfaction items and Literature sources	24
Table 3.6 Transformational leadership items and Literature sources	24
Table 3.7 In-Role items and Literature sources	25
Table 3.8 Extra-role items and Literature sources	25
Table 3.9 Performance evaluation by eader items and Literature sources	25
Table 3.10 Performance evaluation by customer items and Literature sources	26
Table 4.1.1 Descriptive Statistics of the Respondents - Telesales	29
Table 4.1.2 Descriptive Statistics of the Respondents - Leader	30
Table 4.1.3 Descriptive Statistics of the Respondents - Customer	30
Table 4.2 Analysis of Reliability	31
Table 4.3 Analysis of Validity	33
Table 4.4 Correlation among variables	34
Table 4.5 Cross Loading	35
Table 4.6 Results of the research model	38
Table 5.1 Results of Hypothesis Test	40

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