• The Journal of the Convergence on Culture Technology
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• v.5 no.2
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• pp.23-30
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• 2019

The purpose of this study was to examine job stress, job satisfaction, and turnover intention of the nurses who work at the comprehensive nursing service units in two academic medical institutions that provide healthcare service at the tertiary care level in Korea. A descriptive study was conducted with the nurses by using self-reported questionnaires. We used descriptive statistics to summarize the data and Mann-Whitney U test for group comparison. The mean scores of job stress, job satisfaction, and turnover intention were $89.17{\pm}12.56$, $107.25{\pm}6.85$, $37.19{\pm}4.86$, respectively. Nurses with religion showed more job stress than those without. Nurses with their age below 30 years old had significantly less job satisfaction than those older than 30 years old. Monthly income was significantly associated with turnover intention in our data. The top three sub-category of the job stress were conflict with physicians, patients and their caregivers, and conflicts with others; and those of the job satisfaction were pay and promotion and task requirement. Job stress, job satisfaction, and turnover intention were significantly correlated. In order to reduce turnover intention of nursing professionals in the comprehensive nursing service, job stress related to issues on relationships with patients, their family, health care providers need to be taken into consideration. Policy and administrative support are needed to improve their work environment.

• Journal of Industrial Convergence
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• v.20 no.8
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• pp.41-52
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• 2022

Education for an organization is implemented to improve the organizational and each individual's performance. However, the actual results are not as expected. Accordingly, this study is committed to investigate the education related factors that have impact on the organizational performance, which is defined by the trainee's organizational commitment and work performance. Based on the acquired knowledge, we suggest things to consider when designing corporate training for performance creation. First, it is investigated whether the task value and job relevance(educational content characteristics) and the degree of support for education within the company(organizational characteristics) affect learning-transfer of trainees. After that, the causal relationship from the learning-transfer to organizational commitment and work performance(organizational effectiveness) is analyzed. In this overall process, the effect of on-/off-line education is analyzed and compared. As a result, it is found that the task value, the job relevance, and organizational compensation have a significant impact on the learning-transfer, and the learning-transfer has impact on organization commitment and work performance. In addition, the moderating effect of the on-/off- education is identified. This study is conducted only with franchise enterprises and as a future study, a more general sampling is required to extend this work.

• 한국벤처창업학회:학술대회논문집
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• 2006.04a
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• pp.167-201
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• 2006

Korean corporations are transforming their vertical operational structure to a team-based structure to compete in the rapidly changing environment and for improved performance. However, a high percentage of the respondents in KBS said that despite the appearance of the present team structure, the organization operates much like a vertically-structured organization. This result can be attributed to the lack of study and implementation toward the goal of empowerment, the key variable for the success of the team-based structure. This study aims to provide policy suggestions on how to implement the process of empowerment, by investigating the conditions that hinder the process and the attitude of the KBS employees. For the cross-sectional study, this thesis examined the domestic and international references, conducted a survey of KBS employees, personal interviews and made direct observations. Approximately 1,200 copies of the Questionnaire were distributed and 474 were completed and returned. The analysis used SPSS 12.0 software to process the data collected from 460 respondents. For the longitudinal-study, six categories that were common to this study and "The Report of the Findings of KBS Employees' View of the Team Structure" were selected. The comparative study analyzed the changes in a ten-month period. The survey findings showed a decrease of 24.2%p in the number of responses expressing negative views of the team structure and a decrease of 1.29%p in the number of positive responses. The findings indicated a positive transformation illustrating employees' improved understanding and approval of the team structure. However, KBS must address the issue on an ongoing basis. It has been proven that the employee empowerment increases the productivity of the individual and the group. In order to boost the level of empowerment, the management must exercise new, innovative leadership and build trust between the managers and the employees first. Additional workload as a result of shirking at work places was prevalent throughout all divisions and ranks, according to the survey data. This outcome leads to the conclusion that the workload is not evenly distributed or shared. And the data also showed the employees do not trust the assessment and rewards system. More attention and consideration must be paid to the team size and job allocation in order to address this matter; the present assessment and rewards system need to be complemented. The type of leadership varies depending on the characteristics of the organization's structure and employees' disposition. KBS must develop and reform its own management, leadership style to suit the characteristics of individual teams. Finally, for a soft-landing of KBS team structure, in-house training and education are necessary.

• The Korean Journal of Air & Space Law and Policy
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• v.29 no.2
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• pp.109-134
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• 2014

Regulation (EC) No 261/2004 of the European Parliament and of the Council of 11 February 2004 establishing common rules on compensation of assistance to passengers in the event of denied boarding and of cancellation or long delay of flights (Regulation No 261/2004) provides extra protection to air passengers in circumstances of denied boarding, cancellation and long-delay. The Regulation intends to provide a high level of protection to air passengers by imposing obligations on air carriers and, at the same time, offering extensive rights to air passengers. If denied boarding, cancellation and long-delay are caused by reasons other than extraordinary circumstances, passengers are entitled for compensation under Article 7 of Regulation No 261/2004. In Wallentin-Hermann v Alitalia-Linee Aeree Italiane SpA(Case C-549/07, [2008] ECR I-11061), the Court did, however, emphasize that this does not mean that it is never possible for technical problems to constitute extraordinary circumstances. It cited specific examples of where: an aircraft manufacturer or competent authority revealed that there was a hidden manufacturing defect on an aircraft which impacts on safety; or damage was caused to an aircraft as a result of an act of sabotage or terrorism. Such events are not inherent in the normal exercise of the activity of the air carrier concerned and is beyond the actual control of that carrier on account of its nature or origin. One further point arising out of the court's decision is worth mentioning. It is not just necessary to satisfy the extraordinary circumstances test for the airline to be excused from paying compensation. It must also show that the circumstances could not have been avoided even if all reasonable measures had been taken. It is clear from the language of the Court's decision that this is a tough test to meet: the airline will have to establish that, even if it had deployed all its resources in terms of staff or equipment and the financial means at its disposal, it would clearly not have been able - unless it had made intolerable sacrifices in the light of the capacities of its undertaking at the relevant time - to prevent the extraordinary circumstances with which it was confronted from leading to the cancellation of the flight.

• Journal of Venture Innovation
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• v.7 no.1
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• pp.91-110
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• 2024

In this study, we compared and analyzed the influence of self-leadership on innovative behavior and the mediating effect of job satisfaction among R&D practitioners in manufacturing and information communication technology (ICT) industries. To accomplish this, we conducted an online survey using random sampling methods and collected data from 209 respondents. We employed exploratory factor analysis, reliability analysis, correlation analysis, multiple regression analysis, and mediation analysis using SPSS 20.0 software to analyze the data and to compare differences between the manufacturing and ICT sectors. The research findings are as follows: Firstly, both in manufacturing and ICT sectors, self-leadership showed significant positive correlations with job satisfaction and innovative behavior. Secondly, in the analysis of the impact of self-leadership on innovative behavior, in the manufacturing sector, only natural reward strategy and constructive thought strategy showed significant positive effects, while in the ICT sector, behavioral-oriented strategy, natural reward strategy, and constructive thought strategy all showed significant positive effects. Thirdly, in the analysis of the impact of self-leadership on job satisfaction, in the manufacturing sector, only natural reward strategy and constructive thought strategy showed significant positive effects, while in the ICT sector, behavioral-oriented strategy and natural reward strategy showed significant positive effects. Fourthly, in the analysis of the impact of job satisfaction on innovative behavior, significant positive effects were observed in both manufacturing and ICT sectors, with manufacturing sector having relatively greater impact than ICT sector. Lastly, the results of the analysis on the mediating effect of job satisfaction indicate that in the manufacturing sector, only a constructive thinking strategy significantly influences, showing partial mediating effects. However, in the ICT sector, no mediating effects of job satisfaction were observed for any sub-factors of self-leadership. These research findings highlight differences in the mechanisms of action of self-leadership on innovative behavior and its mediating effects between the manufacturing and ICT sectors. Furthermore, the results suggest the importance of improving organizational strategies and culture towards promoting leadership, job design, and job satisfaction, considering the characteristics of each industry and research and development organization.

• Journal of Digital Convergence
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• v.14 no.5
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• pp.237-245
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• 2016

Anxiety for employment of workers has been increased due to rapid change of management environment, which tends to increase psychological instability on the job of all workers. Accordingly, this study examined the moderating effect of self-efficacy between job instability and organizational citizenship behavior. The research subjects were employees of small and medium companies in the manufacturing industry in Daejeon-si, Sejong-si and Chungcheongnam-do and Chungcheongbuk-do. 500 sheets of the questionnaire were distributed from August 5, 2015 to August 30, 2015. Among them, 321 were collected with 64.2% of the response rate. Total 312 sheets were used for analysis excluding 9 sheets with incomplete answers. The results are as follows. Firstly, it proved that job instability had negative (-) effect on organizational citizenship behavior. Secondly, in the relation between job instability and organizational citizenship behavior, there was moderating effect of self-efficacy. Accordingly, if self-efficacy of the workers is higher in the threat of job instability, it means organizational citizenship behavior would increase. In conclusion, in the current situation where there is instable survival of corporation and job, the management of small and medium manufacturing company needs to increase self-efficacy through training and internal reward to employees. The limit of the study is that the research subjects were employees of small and medium companies in the manufacturing industry in Daejeon-si, Sejong-si and Chungcheongnam-do and Chungcheongbuk-do. Accordingly, as situational peculiarity may be observed, it is required to have expanded study to more various areas, works and industries.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.6
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• pp.290-301
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• 2017

This study examined the causal relationship among the leadership type, organizational commitment, and job performance, and to improve the organizational performance and effective methods of human resource management in hospital organizations. The survey period was from October 6, 2016 to October 20, and 375 employees working in hospitals were selected for the final survey. To analyze the validity of the measurement variables, reliability and confirmatory factor analysis were conducted, and the covariance structure equation analysis was conducted to grasp the causal relationship among leadership, organizational commitment, and job performance. In conclusion, leadership, organizational commitment, and job performance were significantly different according to the occupation(p<0.05), age(p<0.05), and working period(p<0.05), and individual care(p<0.001) and conditional reward(p<0.001) showed a high causal relationship with the organizational commitment and job performance. In the future, leadership that can take care of the individual characteristics of the members of the organization and ability to demonstrate their competence will be needed, and it will be necessary to establish a reasonable compensation system after measuring the degree of achievement of work. In addition, leadership needs to be in place to promote organizational performance considering the job type, gender, age, and duration of work. Managers should make efforts to form an organizational culture and provide related education programs to improve loyalty and attachment of members to the organization.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.7
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• pp.389-399
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• 2016

The purpose of this study was to provide the evidence necessary to establish job stress management strategies to improve office workers conditions by looking at the impact on job stress factors depending on the nature of the organization. The stress related variables (job stress and psychological well-being) and organizational effectiveness variables (job satisfaction, job engagement, intention to leave, and presentieesm) was included. A total of 154 questionnaires were distributed from 26th June to 1 August 2014 and 150 people were analyzed. The results indicated that a lack of reward was negatively correlated with job satisfaction and job engagement, and positively correlated with the intention to leave (p<0.05) in a large-sized company model. Moreover, in a medium-sized company model, organizational injustice was statistically significant with job satisfaction and job engagement. Organizational injustice, lack of reward, and occupational climate was positively correlated with the intention to leave (p<0.05). This study has its significance in that it looked at the job stress as a predictive variable to explain the organizational effectiveness and highlights the need to establish a stress management strategy depending on the nature of the company.

• Fire Science and Engineering
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• v.31 no.2
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• pp.106-112
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• 2017

This study examined the burnout intermediates between Fire officials' job stress and Ego-resilience. The objective of this study is to suggest a policy that improves Fire officials' Ego-resilience. This survey was given to 365 fire officials in northern Gyeonggi-do region and the data was analyzed by correlation analysis and regression analysis using SPPS 22.0. The hypothesis is the Fire officials' burnout would be related to Ego-resilience and the effect on Fire officials' job stress regarding Ego-resilience is associated with burnout. The results of the study are that unstable work and inadequate reward affect the measure of burnout, which manifests as sarcasm and job efficacy and reduces the Fire officials' Ego-resilience that results in a positive pointing of the future, emotion control and interest. The meaning of policy is as follows: First, Fire officials need to be given confidence in their work stability. Second, they have to receive social or financial rewards. Third, they require a continuous supporting policy that solves their tension, physical and mental fatigue. Finally, developing diverse educational programs will be needed to promote their Ego-resilience.

• Journal of Service Research and Studies
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• v.7 no.4
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• pp.83-107
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• 2017

The purpose of this study is to suggest a customized servant leadership by exploring the effects of stewardship and community building factors on the subordinates' trust in leader of lower hierarchy and their job engagement. Regression analysis showed that stewardship is higher than community building in terms of its influence on job engagement, while community building outstrips stewardship in terms of trust in leader. Specifically, two items of stewardship factor - valuing the opinions of the subordinates in decision-making, and sacrificing without giving priority to the leader's self-interest - influenced the subordinates' trust in their leader. Of the items in community building, cooperating rather than competition, abiding by the principles in performing the work, the leader's not seeking recognition or compensation, and giving the subordinates the necessary authority to perform their work put impacts on the subordinates' trust in the leader, as well. As for job engagement, helping subordinates grow and develop, and, if necessary, taking the risk of challenging the job have a significant impact. Among the items of community building, it was found that the leader's not seeking recognition or compensation, and keeping the principles strictly in performing her duties promote job engagement. Based on these results, we propose to managers of human resources department the selection and training of tailored talents to meet the environmental characteristics of each organization, while avoiding programs for hiring and training personnel equipped with the uniform qualities of servant leadership.