• The Journal of the Korea Contents Association
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• v.17 no.5
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• pp.540-551
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• 2017

While the way broadcasting contents are made has changed drastically, some conflicts appear to remain unchanged. And they are about allegedly unfair practices. The whole arguments may even be deemed natural to a certain degree, considering the characteristics of the overall creative industry. But it needs to be highlighted the conflicts are being aggravated both in drama and non-drama production industries for different reasons. The drama side of the issue comes from how the project-based organizations are organized, and will be resolved if broadcasting companies do not send over their directors. On the other hand, the non-drama side's issues are about the complaints that outsourcing production companies have about the production cost. In general, due largely to the genre's relatively weak power to generate revenue, the producers do not get the upper hand when it comes to the negotiations over financial matters.

• Journal of Korea Society of Industrial Information Systems
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• v.28 no.6
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• pp.131-149
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• 2023

In light of the COVID-19 incident, organizations have recognized the importance of systematically managing knowledge resources to enhance work efficiency and performance within the organization. We have adopted the perspective of knowledge hoarding, which entails the ownership of individual knowledge, and aim to elucidate the underlying mechanisms that contribute to knowledge hoarding by considering the organizational environment, personal characteristics, and task characteristics. To test our hypothesis, we conducted a survey among employees working in companies that have implemented knowledge management policies or systems. We obtained a total of 381 samples, which were analyzed using AMOS 22.0 and Process 3.1 macros. Our findings reveal that distributive injustice leads to conflicts relationships and subsequently increases individual knowledge hoarding. Furthermore, we found that sensitivity to incentive interacts with distributive injustice, further exacerbating knowledge hoarding. Conversely, task interdependence mitigates knowledge hoarding by interacting with distributive injustice and relation conflict. These results contribute to the development of effective organizational knowledge management strategies aimed at curbing knowledge hoarding within the organization.

• Journal of Korean Academy of Nursing Administration
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• v.20 no.1
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• pp.59-68
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• 2014

Purpose: The purpose of this research was to delineate the effects of organizational injustice on negative behaviors of employees with the mediating effects of trust. Methods: A survey was conducted among 550 nurses in 11 departments of 3 hospitals located in the Pohang area. Data were analyzed using frequency, descriptive statistics. correlation coefficients, regression analysis. Results: Procedural injustice (${\beta}$=-.48, p<.001) had the greatest negative effect on organizational trust, followed by interactional injustice(${\beta}$=-.15, p<.001) and distributive injustice(${\beta}$=-.14, p<.001). For supervisor trust, both procedural (${\beta}$=-.11, p=.006) and interactional (${\beta}$=-.63, p<.001) injustice had a negative effect. While supervisor trust (${\beta}$=-.28, p<.001) had greater negative effects on organizational negative behaviors of nurses compared to organizational trust (${\beta}$=-.21, p<.001), supervisor trust (${\beta}$=-.29, p<.001) had negative effects on personal negative behaviors but organizational trust had no significant effect on personal negative behaviors. Conclusion: To reduce the negative organizational behaviors of nurses, an organizational effort is needed to reduce procedural injustice by introducing fair organizational management and to reduce interactional injustice through formal or informal communication channels between supervisors and nurses.

• The Journal of the Korea Contents Association
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• v.11 no.12
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• pp.190-205
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• 2011

The purpose of this study was to investigate the effects of the MICE industrial employee's job stressors on intent to leave and test of the mediating role of job satisfaction and job commitment. For the study, job stressors were defined 3 groups with 7 sub-factors, such as role stressors of role ambiguity, role conflict and role overload, task stressors of job routineness and job heteronomy, organizational stressors of job insecurity and distributive injustice. Data were collected from 303 MICE industrial employees in metropolitan area by structured questionnaires. Collected data were analyzed by AMOS 18.0 and findings are as follows. Firstly, on aspect of total effectiveness, the seven job stressors had harmful effect on intent to leave, especially organizational stressors had more serious effect on intent to leave than role stressors. Secondly, not only job satisfaction and job commitment had meditators role but also influenced on intent to leave directly. Thirdly, role ambiguity had effect on intent to leave indirectly through the job satisfaction, while role conflict and role overload had effect on intent to leave directly, and also indirect effectiveness on it through the job commitment. Fourthly, job routineness and job heteronomy had effected on intent to leave only through the meditators. Not only job insecurity and distributive injustice had influenced on intent to leave directly but also effectiveness on it indirectly through the meditators.

• Korean Journal of Culture and Social Issue
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• v.27 no.1
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• pp.1-18
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• 2021

The purpose of this study was to examine the relationship between workplace bullying victimization and displaced aggression, along with the mediating effects of perceived organizational injustice and state anger. Self-reported data of 268 employees were analyzed using SPSS 22.0 and Process macro. When applying the standard suggested by Leymann(1996), which defines workplace bullying victims as those who experience at least one negative act, on a weekly basis, for more than 6 months, the bullying victimization prevalence rate was 77.2%. Furthermore, although workplace bullying victimization did not directly predict displaced aggression, it significantly predicted perceived organizational injustice and state anger. Both mediators significantly predicted displaced aggression. The mediating effect of bullying victimization on displaced aggression through perceived organizational injustice and state anger subsequently was also significant. This study has its significance in that it thoroughly investigated the current state of workplace bullying victimization among people in their 20s and 30s, and helps better understand the relationship between workplace bullying victimization and displaced aggression.

• Information Systems Review
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• v.24 no.4
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• pp.119-142
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• 2022

Organizations are attempting a digital transformation that converts physical business processing into virtual business processing. Through this digital transformation, organizations are overcoming time and space constraints and creating competitiveness. The digital transformation of this work environment has been accelerated as many organizations have implemented remote work due to the recent COVID-19 pandemic. This study focused on business process virtualizability, which is the result of the rapid digital transformation of the work environment. Business process virtualizability is the resulting quality, such as the suitability or excellence of business processing in a virtual environment. This research model is the effect of process, IT and organizational characteristics on business process virtualizability. As a result of the verification of people who have experienced remote work in a virtual environment, first, it was confirmed that, in terms of process characteristics, sensory requirements affect business process virtualizability, but relationship requirements, synchronism requirements, and identification and control requirements do not. Second, in terms of IT characteristics, it was confirmed that representation and reach affect business process virtualizability. Third, it was confirmed that, in terms of organizational characteristics, job autonomy affects business process virtualizability, but evaluation unfairness does not. This study found that representation and reach of IT had the most significant influence on business process virtualizability, job autonomy was next, and sensory requirements had the lowest influence. This presents practical implications for organizations to increase the success potential of business process virtualizability.

• Journal of Convergence for Information Technology
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• v.11 no.7
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• pp.298-306
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• 2021

The purpose of this study was to examine the occupational risk factors that affect oral symptoms in hospital facility workers. This study surveyed 627 hospital facility temp·contract workers in the metropolitan area from November 17, 2020 to May 20, 2021. The results of the study indicate that oral symptoms were higher among workers with high risk of musculoskeletal disorders and injuries. Also, symptoms of oral mucosa, temporomandibular joint disorder, and dry mouth were high in the areas of job insecurity and organizational injustice. As the occupational risk factors and occupational stress of workers increased, the risk of oral symptoms increased. In the future, this study can be used as basic data for improving oral health policies to better the oral health of hospital facility workers.

• Journal of Naturopathy
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• v.7 no.2
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• pp.51-62
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• 2018

Purpose: The purpose of this study was to investigate the changes of stress and cumulative stress in 49 people and the changes of job stress, socio-psychological stress and anxiety relief levels by conducting a survey of 85 people after Gyorae forest bathing. Methods: The level of stress was measured using the uBioMacpa, and questionnaire was conducted to derive the data. Results: In the stress level after the forest bath, the control group showed no significant and the experimental group showed a significant decrease in the bathing (p<.043). In the cumulative stress change, the control group showed no significant difference after the bathing, but experimental group decreased significantly (p<.02), and in the variance analysis, there was a significant difference between the groups, and also between the group and the before and after tests (p<.002). In the questionnaire about job stress, there was no significant difference in physical environment and job demand. Overall, in the case of job stress, there was a significant decrease (p<.001). Job autonomy, relationship conflict, organizational unfairness, inadequate compensation, and workplace culture also had a significant decrease in stress (p<.001). The social psychological stress was significantly decreased after bathing (p<.001). The state anxiety decreased significantly (p<.001) after forest bathing. Conclusions: After the forest bathing in the Gyorae forest, the stress and anxiety are both reduced and significant, providing basic information that is very helpful as a natural healing place for stress relief.

• Journal of Global Scholars of Marketing Science
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• v.18 no.1
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• pp.115-139
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• 2008

Since financial crisis of IMF resulted in intensive competitiveness and adverse management environment, many hotel industries have responded it with restructuring. Since this restructuring is accompanied by reduction of employees, hence comes the recognition of justice in the procedure of restructuring. When the surviving employees in the restructuring process recognize unfairness in the procedure and practical operations, organization effectiveness can not be maintained due to losing trust of their employers. In this paper I will examine the relationship between validity of restructuring and compensatory programs for layoffs and surviving employees' trust of the employers. Also I will find out the relationship between remaining employees' trust of the employers and their job satisfaction and organization commitment. Through this relationship, we can prepare an alternative to reduce negative effect of restructuring. The hypotheses of this study are proposed as follows: H1: The higher surviving employees' recognition of procedural justice in restructuring process is, the higher their trust with a manager of the company is. H2: The higher surviving employees' recognition of distributive justice in restructuring process is, the higher their trust with a manager of the company is. H3: The higher surviving employees' recognition of procedural justice in restructuring process is, the higher their job satisfaction is. H4: The higher surviving employees' recognition of distributive justice in restructuring process is, the higher their job satisfaction is. H5: The higher surviving employees' recognition of procedural justice in restructuring process is, the higher their organization commitment is. H6: The higher surviving employees' recognition of distributive justice in restructuring process is, the higher their organization commitment is. H7: The higher surviving employees' trust with a manager of the company in restructuring process is, the higher their job satisfaction is. H8: The higher surviving employees' trust with a manager of the company in restructuring process is, the higher their organization commitment is. For the purposes of this study, employees working in luxury hotels located in Seoul were targeted. Self-administered questionnaires were distributed to those who consented with the investigation after explaining the purpose of the survey. A total of 500 questionnaires were distributed and 450 questionnaire were returned to the researcher for analysis. 430 of the returned questionnaires were used for analysis. As for the education for this survey, 250 junior college graduates or under (58.1%), 143 college graduates (33.3%) and 37 graduate school graduates (8.6%). As for the marital status, 315 persons (73.3%) are single and 115 are married (26.7%). As for the monthly income, 49 people (11.48%) are less than 2 million won, 148 (34.4%) are between 2 million and less than 2.5 million won, 153 (35.6%) are between 2.5 million to less than 3 million won, 80 (18.6%) are more than 3 million won. As for the workplace, 293 people (68.1%) work for the F&B department, 73 (17.0%) for rooms department, 41 (9.5%) for operation/ marketing department, 23 (5.3%) for account/ general affair department. As for the period of employment, 85 people (19.8%) are less than 5 years, 150 (34.9%) are between 6 to 9 years, 143 (33.3%) are between 10 to 14 years. and 52 (3.%) are more than 15 years. An exploratory factor analysis was used to survey validity and reliability of calculating tool on perceived values. This study used correlation between individual items and whole items and Cronbach's alpha value of multiple-item scale which is usually used to assess scale and reliability. Reliability of conceptual sub-dimension was assessed by basing on repeated procedure of correlation between individual items and whole items and factor loading. 1. Verification of correlation between validity of restructuring and trust This research showed that procedural and distributive justice of restructuring affects trust positively. The path coefficient between procedural justice of restructuring and trust is 0.719(t=10.135, p=0.000), and thereby the higher procedural justice results in higher trust. The path coefficient between distributive justice of restructuring and trust is 0.160(t=3.291, p=0.001), and thereby the higher distributive justice results in higher trust. Hence H1 and H2 are accepted. 2. Verification of correlation between validity of restructuring and job satisfaction The path coefficient between procedural justice of restructuring and job satisfaction is 0.179(t=2.202, p=0.028), and thereby the higher procedural justice results in higher job satisfaction. The path coefficient between distributive justice of restructuring and job satisfaction is 0.074(t=1.620, p=0.105), and thereby distributive justice of restructuring has no relationship with job satisfaction. Hence H3 is accepted, but H4 is removed. 3. Verification of correlation between validity of restructuring and organization commitment The path coefficient between procedural justice of restructuring and organization commitment is 0.188(t=2.466, p=0.014), and thereby the higher procedural justice results in higher organization commitment. The path coefficient between distributive justice of restructuring and organization commitment is 0.118(t=2.720, p=0.007), and thereby the higher distributive justice results in higher organization commitment. Hence H5 and H6 are accepted. 4. Verification of correlation between trust and job satisfaction The path coefficient between trust and job satisfaction is 0.610(t=6.736, p=0.000), and thereby the correlation has a meaningful result. Since the higher trust of the employer results in higher job satisfaction, H7 is accepted. 5. Verification of correlation between trust and organization commitment The path coefficient between procedural justice of restructuring and job satisfaction is 0.446(t=5.547 p=0.000), and thereby the higher trust of the employer results in higher organization commitment. Hence H8 is accepted. This research aimed to help the employers of hotel industries by analyzing the effects of validity of restructuring on employees' trust, job satisfaction and organization commitment. The research found that employer's validity of restructuring has significant affects on the degree of employee's trust with a manager, thereby reducing the negative effects of restructuring and enhancing organization commitment and job satisfaction. The principal purpose of this research is to confirm the correlation between employees' perceived validity of restructuring and their trust with a manager. Also whether this correlation results in competitive edge of the company is also investigated. It is also pointed out that employees had to participated the procedure of restructuring, sharing the philosophy and reason of restructuring. This participation and furthermore compensatory methods can reduce employees' anxiety of organization operations. Variable of trust appeared to have impact on intermediation effect between perceived variable of validity and job satisfaction, organization commitment, so that increase of trust with a manager plays an crucial role in increasing organization effectiveness. Since this research did not cover whole hotel industries which underwent restructuring, it showed a limit. Unlike previous studies which dealt with validity and trust of superior bosses, this research focussed on employers. Also the organization citizenship which is not considered in this study will be dealt with in the future study.