• Korea Trade Review
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• v.44 no.5
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• pp.65-92
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• 2019

The purposes of this study are to examine the impact of LMX on psychological empowerment, job engagement, and customer orientation, and to analyze the dual mediation effect of psychological empowerment and job engagement. To conduct this study, we used 333 questionnaires collected by members of domestic companies and organizations. Analyses results are as follows: First, LMX has no positive effect on customer orientation. Second, in the relationship between LMX and customer orientation, psychological empowerment and job engagement play a mediating role. Third, in the relationship between LMX and customer orientation, psychological empowerment and Job Engagement play a dual mediating role. The results of this study suggest the following implications. The theoretical implication is that this study once again confirmed behavior patterns such as cognition, emotion, attitude, and behavior of members in the organization. In addition, this study contributes to the literature by explaining that these behavior patterns by way of social exchange theory. The practical implication is that this study confirmed that members in the management field need to utilize a customer orientation in order to achieve the organization's goal efficiently and effectively.

• The Korean Journal of Franchise Management
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• v.8 no.4
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• pp.21-32
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• 2017

Purpose - In hotel business, how to build the relationship between leader and employees is very important, because it affects on the customer satisfaction. Thus, this research examines the effect of authentic leadership on job performance in the context of hotel industry and identifies mediating roles of organizational engagement, job satisfaction, and creativity in the relationship between authentic leadership and job performance. This study suggests the guidelines for how hotel companies should improve employee productivity and build a desirable organizational culture by presenting employee attitudes and behavioral models that explain the relationship between leaders and employees. Research design, data, and methodology - This study examines the structural relationship between authentic leadership, organizational engagement, job satisfaction, creativity, and job performance from the employee's perspective. Authentic leadership divide into four sub-dimensions such as self-awareness, balanced process of informations, internalized moral perspective, and relational transparency. In order to test the purposes of this study, research model and hypotheses were developed. All constructs were measured with multiple items developed and tested in the previous studies. The data were collected from 114 franchise hotel employees and were analyzed using SPSS 21.0 and Smart PLS 3.0. program. Result - The results of this study are as follows. First, authentic leadership have significant impacts on organizational engagement and creativity, but does not have impact on job satisfaction directly. Second, organizational engagement have significant impacts on job satisfaction and job performance, but does not have impact on creativity directly. Third, job satisfaction has significant impact on creativity, but does not have impact on job performance. Fourth, creativity has significant impact on job performance. Conclusions - The findings of this study indicate that hotel leaders should properly implement the authentic leadership and consider how to build a corporate culture to improve an organizational and employee productivity through authentic leadership. Due to the nature of the hotel industry, which relies heavily on human resources, hotel companies must manage their employees with authenticity in order to increase organizational engagement, job satisfaction, and creativity that affect hotel and employee productivity. If hotel employees perceive their leader's authentic leadership, they show more organizational engagement that increases creativity and leads to job performance. Finally, hotel employees can propose creative ideas only if they will be satisfied with their jobs. Therefore, the leader should develop non-monetary or monetary reward system for the employees and, make an efforts to foster creativity of the employees.

• The Journal of the Korea Contents Association
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• v.20 no.11
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• pp.237-248
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• 2020

This study investigates the effect of work environment-in terms of job demands and job resources-on worker job engagement and burnout based on the JD-R model. The aim is to provide preliminary data to formulate policy and practical measures to strengthen job engagement and prevent burnout of workers at a community children's center. To this end, a self-administered questionnaire was answered by 447 workers at such a center in the city of Daejeon, Korea, and the results were analyzed using SPSS 23.0 and AMOS 23.0. The research model had a statistically acceptable fit, with CFI = .900, TLI = .887, and RMSEA = .077. The following correlations were found among the key variables: i) a greater perceived amount of job resources led to a stronger worker job engagement but did not directly influence worker burnout; ii) more perceived job demands caused a higher worker burnout but did not directly influence worker job engagement; and iii) the greater the worker job engagement, the less burned out the workers were. These conclusions contribute to understanding the effect of the work environment on worker job engagement and burnout based on the JD-R model. We emphasize the need to improve this environment in community children's centers with supportive policy and practical measures to enhance worker job engagement and reduce burnout.

• Asia Marketing Journal
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• v.16 no.2
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• pp.1-14
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• 2014

This study applies the job-demands resource (JD-R) model to investigate the interactive effect of job demands and job resources in predicting the development of service employee work engagement and customer-oriented attitude. This paper proposed a theoretical model that suggests that the service employee's work engagement is the consequence of the employee's perceived support from the organization and its customers (customer participation) and leads to a customer-oriented attitude. However, the effect of organizational support is somewhat hindered by job insecurity, demonstrating the inability of an organizationally provided job resource to overcome the job demand of job insecurity. As a type of job demand from customer's perspective, customer crowding is suggested as a negative moderator in the link between customer participation and work engagement. As such, this article proposes how different elements of a service employee's work environment interact to ultimately influence the service employee's customer-oriented attitude. Specifically, the current research focuses on how the negative contextual elements of job insecurity and job crowding (i.e., job demands) interact with the potentially positive elements of organizational support and customer participation (i.e., job resources), as well as with an employee's customer orientation, to ultimately develop a customer-oriented attitude. This study concludes with some propositions for potential causal relationships among key constructs that can be empirically tested in future research, as well as implications of the current study for both managers and researchers.

• Journal of the Korea Convergence Society
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• v.10 no.11
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• pp.557-564
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• 2019

The purpose of this study was to examine the influencing factors of job engagement among Korean police officers. This was the secondary analysis of data from the 5th Korean Working Conditions Survey (KWCS). The study subjects included 185 Korean police officers. Collected data were analyzed using descriptive statistics, t-test, ANOVA, Pearson's correlation and multiple regression with IBM SPSS Statistics 24.0 program. Job insecurity (${\beta}=-.34$, p<.001), job reward (${\beta}=.39$, p<.001), subjective health status (${\beta}=.22$, p<.001), and organizational justice (${\beta}=.20$, p=.002) were significant influencing factors on job engagement, explaining 59.3% of the variance (F=34.26, p<.001). Effective and systematic strategies to improve Korean police officers' job engagement should focus on job reward, job insecurity, subjective health status, and organizational justice. The results of this study can be utilized as base data to improve Korean police officers' job engagement.

• Journal of Industrial Convergence
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• v.18 no.2
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• pp.59-67
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• 2020

This study aims to contribute to overcoming difficulties that disability assistance workers experience by verifying the effect of job stress and self-efficacy on their turnover intentions, and whether job engagement has a mediating effect in the process. For this purpose, a survey was performed on 290 disability assistance workers associated with disability support organizations in the Seoul and Gyeonggi area during the period of 2019.5.1.-2019.6.30. The collected survey data was analyzed with the SPSS 24.0 statistical software, the results of which are as follows. First, job stress and self-efficacy appears to affect job engagement. High levels of conflict and maladjustment in the workplace had adverse effects on job engagement, while high levels of emotional, evaluative, and informational support had positive effects. Second, job stress and self-efficacy also had an effect on turnover intentions. High levels of conflict, instability, and maladjustment in the workplace led to a higher level of turnover intentions. Third, job engagement had a mediating effect between job stress and turnover intentions. Fourth, job engagement had no mediating effect between self-efficacy and turnover intentions. These results serve to propose practical measures to reduce the job stress and improve the job engagement of disability assistance workers.

• Journal of the Korea Convergence Society
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• v.11 no.3
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• pp.311-319
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• 2020

The purpose of this study was conducted to investigate the effect of sleep problems and work-family conflict on job engagement of married female nurses and prove the mediating effect of work-family conflict. This study was the secondary data analysis from the 5th Korean Working Conditions Survey. The sample included 259 married female nurses. Data were analyzed using the SPSS 24.0 and AMOS 24.0 program. As a results, the significant predictors for job engagement were sleep problems (β=-.33) and work-family conflict (β=-.30). Also, there was a mediating effect of work-family conflict between sleep problems and job engagement(p<.001). And these variables explained 28.0% of married female nurses' job engagement. These findings may also be useful for improving the work-related well-being of married female nurses. Therefore, findings from this research can be used to institute guidelines for convergence interventions to increase job engagement in married female nurses.

• Journal of Digital Convergence
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• v.16 no.11
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• pp.553-560
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• 2018

The purpose of this study is to investigate whether the job engagement mediates relationship between positive psychological capital and turnover intention in the event worker. For it, a questionnaire survey is performed for 394 participants consisted of male and female living in BUSAN. Their age is from 20 to 50. Afterwards, the collected data is analyzed using the regression analysis. Positive psychological capital is significantly positive to the job engagement. Meanwhile, positive psychological capital is significantly negative to the turnover intention. Likewise, job engagement is significantly negative to the level of turnover intention. Also, job engagement partially mediated relationship between positive psychological capital and turnover intention. Therefore, this study suggests that it will be developed the mediation program that improves both work environment and positive psychological capital to increase job engagement as well as reduce turnover intention in the event worker.

• Korean Journal of Culture and Social Issue
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• v.22 no.3
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• pp.431-453
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• 2016

The current study explored relationships of learned helplessness, depression, organizational commitment and job engagement. We investigated the mediating effects of depression between learned helplessness and organizational commitment and between learned helplessness and job engagement. Also, this study examined the moderating effects of calling between depression and organizational commitment and between depression and job engagement. we collected data from 310 military officers working at ROK Air Force air wing located at Gyeonggi-do. The results showed that depression mediated between learned helplessness and organizational commitment and between learned helplessness and job engagement, respectively. The results showed that calling moderated organizational commitment, job engagement. In the discussion section, we discussed about theoretical and practical implications of this study.

• Journal of Korean Society of Occupational and Environmental Hygiene
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• v.29 no.1
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• pp.82-97
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• 2019

Objective: In this study, in order to investigate the relationship between leadership type and job satisfaction, the types of leadership in medical institutions are divided into transformational leadership, servant leadership and authentic leadership. In addition medical staff and non-medical staff are classified according to their job characteristics, and middle managers and operators are classified according to position. Methods: For this purpose, 589 questionnaires were applied to the medical institutions in Seoul and Gyunggi-do, and empirically analyzed with multiple regression. Results: The results of this study are first, among gender, medical or non-medical staff, position and career experience, men, non-medical staffs, and middle managers showed higher leadership, job engagement, and job satisfaction. Second, servant leadership and authentic leadership have significant positive relationships with job engagement. In the case of medical staff, only servant leadership has a positive effect on job engagement, while in the case of non-medical staff, both servant leadership and authentic leadership have significant influence on job engagement. Job satisfaction was found to have a statistically significant effect of servant leadership and authentic leadership in medical staff and non-medical staff. Third, in the case of middle managers, servant leadership showed a statistically significant effect only on job satisfaction, while servant leadership and authentic leadership had statistically significant effects on job engagement and job satisfaction of operators. Conclusions: This study suggests the possibility and applicability of authentic leadership in addition to transformational leadership and servant leadership in hospital organizations. Also, by identifying differences in the effects on organizational effectiveness, it is also suggested the need for research on identifying leadership factors that reflect strictly distinctive job characteristics.