• The Journal of the Korea Contents Association
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• v.16 no.9
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• pp.308-328
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• 2016

The purpose of this study is to examine, at the team level, the relationship between shared leadership and team work engagement and team psychological capital which have rarely been introduced into academic leadership research in Korea. This study tested the impact of shared leadership on team work engagement and the mediating role of team psychological capital between the two variables. And also, this study tested moderating role of task characteristics between shared leadership and team psychological capital. A total of 421 employees of 100 teams in 16 companies in South Korea participated in this study. The SPSS 23.0 statistical program was used in this study to analyze and statistically process the collected survey data. The result showed that high level of shared leadership positively influence team work engagement and team PsyCap works as mediator in the relationship between shared leadership and team work engagement. This results means that shared leadership is a crucial factor to facilitate team's psychological capital toward team's work engagement. However, Task characteristics had no moderating effect between shared leadership and team PsyCap. Finally, theoretical and practical implications of the study results have been discussed along with limitations and future direction of the study.

• The Journal of the Korea Contents Association
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• v.17 no.1
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• pp.299-336
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• 2017

The purpose of this study is to identify the differential effects of transformational leadership and organizational justice on psychological contract breach and work engagement, and to suggest practical implications. To this purpose, this study theoretically references equity theory which recognizes the relationship between organizational input and output, social exchange theory which explains the exchange relationship between members and organization, and job demand-resource (JD-R) model that combines job demands and job resources. A empirical study was conducted on 277 employees at 18 companies of diverse industries including manufacturing, distribution, and finance, and to eliminate the common method bias problem, the dependent variable was measured using peer evaluation. The results of this study showed that: 1) both transformational leadership and organizational justice had a significant positive effect on work engagement and significant negative effect on psychological contract breach; and 2) psychological contract breach played a partial mediating role in the relationship between transformational leadership and work engagement as well as between organizational justice and work engagement. Therefore, this study suggests that, as organizational justice has stronger influence on work engagement and psychological contract breach than transformational leadership, organizations should not only train its leaders but also guarantee fairness.

• Journal of Korea Technology Innovation Society
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• v.21 no.3
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• pp.1021-1049
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• 2018

The purpose of this study is to examine whether organizational justice, including procedural justice and distributive justice, improve employees' innovative behavior through work engagement and knowledge sharing. In addition, it was conducted to investigate whether work engagement and knowledge sharing indirectly affect the relationship between organizational justice and innovative behavior. For the hypothesis test of this study, Hayes (2018) PROCESS Macro was used. Result of the analysis shows that procedural justice, work engagement, and knowledge sharing influenced innovative behavior. The constructs influencing work engagement were procedural justice, distributive justice, knowledge sharing. Also, procedural justice and work engagement were constructs that affected knowledge sharing. In the relationship between procedural justice and innovative behavior, the indirect effect was confirmed in all paths. In the relationship between the distributive justice and the innovative behavior, It was confirmed that there is not the indirect effect only in the path via knowledge sharing. he indirect effect was confirmed in all paths that did not acquire knowledge sharing. In addition, through the PROCESS Macro analysis, we examined the magnitude of the indirect effect of various paths between mediators. The results show that organizational justice can have the greatest effect on innovative behavior through work engagement. The weakness of respondents control by SNS survey is the major limitation of this study. In the future, Further research is needed depending on the nature of the organization, such as the analysis of differences between various industries.

• Safety and Health at Work
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• v.13 no.2
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• pp.213-219
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• 2022

Objective: The Job Demand & Resources model suggests work characteristics are related to mental well-being and work engagement. Previous work describes the development of a combined construct 'engaged well-being at work' (EWB). To what extent changes in measures of this construct are responsive to changes in job demands and resources or associated with changes in job-related attitudes has not been established. Methods: Longitudinal employee-level data from three waves (German Linked Personnel Panel) were used. Logistic and linear fixed effects regression analyses explored longitudinal associations between changes in EWB for participants over a three-year period with changes in job demands and resources and job-related attitudes (job commitment, satisfaction, and turnover intentions). Results: While job resources were associated with increased odds for a change into a healthier and/or more engaged category of EWB, job demands reduced them. Job resources were more strongly related to higher EWB (OR_range = 1.22 - 1.61) than job demands (OR_range = 0.79 - 0.96). Especially psychological job demands showed negative associations with improved EWB (OR = 0.79). A change from the least desirable category 'disengaged strain' to any other category of EWB was associated with greater odds by up to 20.6 % for increased commitment and job satisfaction and lower odds for turnover intentions. Discussion: Improving work characteristics, especially job resources, could increase employees' EWB, emphasizing the importance of job characteristics for a healthy workplace. Because EWB seems to be associated with job attitudes, an improvement of this indicator would be relevant for employees and employers.

• Journal of Practical Engineering Education
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• v.16 no.1_spc
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• pp.79-97
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• 2024

This study confirmed the mediating effects of employee commitment and career satisfaction on the relationship between learning agility and adaptive performance. For this purpose, a survey was conducted online targeting employees of domestic companies and used for the final analysis of 329 pieces of data. Structural equations were used to analyze the relationships between variables. According the results of it was confirmed that learning agility had a statistically positive effect on employee commitment and adaptation performance, employee commitment had a positive effect on career satisfaction, and career satisfaction had a positive effect on adaptation performance. Additionally, employee commitment and career satisfaction had a significant mediating effect on the relationship between learning agility and adaptive performance. Based on these results, the academic and practical implications and future research directions for HRD are presented.

• Culinary science and hospitality research
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• v.21 no.3
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• pp.212-231
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• 2015

This study aims to understand the relationships between antecedents (recognition, empowerment, fair rewards, procedural justice(PJ), perceived organizational support(POS) and consequence(turnover intention(TI) of job engagement in a super deluxe hotel's F&B departments. Based on a total of 402 useful samples obtained for the empirical research, this study reviewed reliability and fitness of the research model and verified total 6 hypotheses with through the use of the AMOS statistical program. The hypothesized relationships in the model were tested simultaneously by using a structural equation model(SEM). The proposed model provided an adequate fit to the data, ${\chi}^2=668.894$(p<.001), df=373, CMIN/DF=1.794, GFI=.901, AGFI=.877, NFI=.928, CFI=.967, RMSEA=.044. The model's fit, as indicated by these indexes, was deemed satisfactory, and thus provided a good basis for testing the hypothesized paths. The results show that recognition, empowerment, fair rewards, PJ, and POS had a positive significant influence on job engagement. In addition, job engagement had a negative significant influence on TI. Through this it was confirmed that an optimized organization(working) environment reduced employees' turnover intention by increasing their job engagement level. Therefore, it is suggested that F&B departments at super deluxe hotels design various internal marketing programs from the perspective of efficient human resource management. Implications and limitations, as well as future research directions are also discussed.

• The Journal of Industrial Distribution & Business
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• v.14 no.12
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• pp.23-31
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• 2023

Purpose: The primary objectives of this research are: (1) To examine the current situation of employee welfare in diverse workplace settings. (2) To explore and identify the different challenges that affect employees' overall well-being. (3) To examine and establish the importance of consultation as a strategic tool in addressing these challenges and enhancing employee welfare. Research design, data and methodology: The first step of the research design is the identification of databases, search terms, and filters. A thorough search will be conducted across respectable academic databases, journals, and pertinent sources using keywords and controlled vocabulary about consultation, employee welfare, and related concepts. The next step is full-text assessment, which verifies compliance with the research question and assesses the caliber of the methodology. Results: According to the previous evidence, the significant benefits of effective consultation for employee welfare have been highlighted: 1. positive impact on productivity in the workplace, 2. Effective consultation Improves employee's engagement, 3. Effective consultation Increases employee retention, and 4. Effective consultation facilitates trust in a corporate communication. Conclusions: The study has identified four main advantages: enhanced productivity, enhanced engagement, increased retention, and enhanced trustbuilding. These findings provide insightful information for practitioners looking to foster positive workplace cultures and improve organizational success.

• Journal of Korea Multimedia Society
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• v.17 no.2
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• pp.180-190
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• 2014

Social network services are increasingly being used in organizational settings to improve relationships among employees and enhance prospects for information exchange and cooperative work. Social Networking Service(SNS) has deeply penetrated organizational job settings, influencing multiple aspects of employee's life. This study is designed to explore the impact of SNS engagement on the job performance mediated as team cooperation and decision making quality effects. Data were collected from 146 employees who use organizational SNS in there company. Factor analysis and structural equation method are employed. Results from a survey accompanied by the substantial impacts of organizational employee's social networking engagement on social learning processes and outcomes. SNS engagement not only directly influences organizational employee's job performance, but also helps their team cooperation and decision making quality from others and adapt to organizational culture, both of which play prominent roles in improving their job performance.

• Journal of Digital Convergence
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• v.19 no.1
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• pp.99-105
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• 2021

This study aimed to verify the positive effect of work meaningfulness(WM) on flourishing(FL) with the successive positive effects of work engagement(WE) and job performance(JP) as dual mediators. We conducted an online survey of 395 incumbents working in the companies of different types and statistically analyzed data using SPSS and SPSS Process macro for hierarchical regression and bootstrapping. The results are as follows: 1. correlation coefficients of all combinations from four variables are significant, 2. simple mediation effects(WM-WE-FL and WE-JP-FL) are significant, 3. dual mediation effet(WM-WE-JP-FL) is verified. This study showed practical guide for the efficient management of employees in recent autonomous work environment and further studies with longitudinal method will be needed in order to verify substantially the dual mediation.

• Knowledge Management Research
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• v.18 no.4
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• pp.31-62
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• 2017

It found that employee silence negatively impacts both organizations and their employees as shown in findings from many studies and recently there has been a growing interest in it. Silence is described as intentionally withholding job-related ideas, information, concerns, and opinions. Employee silence may decrease organizational change and innovation and reduce employee learning motivation and knowledge sharing engagement as well. The purpose of this study is to examine the relationships among silence motivations, perceived silence climate, and employee silence; the relationships among employee silence, learning inertia and knowledge sharing disengagement; the mediating role of employee silence between antecedents of employee silence and consequences additionally. The results that analyzed using data from 225 employees in 42 organizations are as follows. First, the impact of silence motivation and perceived silence climate on employee silence are positively significant. Second, the influence of defensive silence motivation on the acquiescent and relational silence motivation is positively significant. Third, the influence of employee silence on learning inertia and knowledge sharing disengagement is positively significant. Forth, employee silence mediates the relationship between silence motivation and perceived silence climate and learning inertia and knowledge sharing disengagement. These results suggest that employee silence is another strong expression and message for organizations to try to establish a learning organization from the perspective of knowledge management.