• The Journal of the Korea Contents Association
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• v.20 no.7
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• pp.629-635
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• 2020

Using a sample of two-hundred thirty-eight employees in the service industry, this study examined the relationships between perceived similarity, leader-member exchange (LMX), envy, and deviant workplace behavior (DWB) drawing on social comparison theory. Specifically, the current study predicts that an individual who perceives similarity to co-workers whose LMX is higher is more likely to report lower levels of LMX by focusing on upward social comparison. In addition, the study examines the moderating effect of envy in the relationship between perceived similarity and LMX. The results of the study supported the hypotheses, implying that, first, envious feelings coming from lower levels of LMX positively predict DWB. Second, employee envy moderated the relationship between perceived similarity and LMX such that envious people who report being similar to their colleagues also report lower levels of LMX with their supervisors. This means that employees who reported lower levels of LMX with their supervisors, reported committing more DWB than their counterparts. Finally, LMX mediates the relationship between perceived similarity and DWB, indicating that individuals who view themselves similarly to their colleagues report lower levels of LMX with their supervisors and in turn commit more DWB. We believe that it highlights the need for employees to feel special in order to have unique attention by, and relationships with their supervisors. These results have implications and suggest the need for the further study of employee's negative emotions, LMX theory, and DWB.

• Journal of Digital Convergence
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• v.16 no.9
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• pp.443-452
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• 2018

The purpose of this study was to examine the effect of job-demands on social worker's organizational commitment. Espically this study focused on the moderating effect of LMX between job-demands and organizational commitment. The sample consisted of 189 social workers in 33 Senior Welfare Centers. The date was analyses using descriptive and multiple regression methods. The major findings of the study firstly were job-demands had negative effect on the social worker's organizational commitment and LMX had positive effect on the social worker's organizational commitment. Secondly, LMX had mederating effect between job-demands and organizational commitment. All these findings were discussed on Social Welfare Center and research.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.8
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• pp.3739-3747
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• 2013

The purpose of this study was to examine the effects of LMX on the burnout and career turnover intention of social worker. For the research, burnout was consisted of emotional exhaustion (EE), depersonalization (DP) and diminished personal accomplishment (PA) by Maslach and Jackson's MBI. This study was analyzed 342 social workers in private social welfare organizations by survey. The results of this study were summarized as follows: The level of LMX perceived by social workers was a higher than medium. LMX was negatively related to the burnout and career turnover intention. LMX had a negative influence on the burnout and career turnover intention. Especially, EE and DP had a positive effect on the career turnover intention. This study finally discussed theoretical implications for future study and practical implications for LMX strategies on the results.

• The Journal of the Korea Contents Association
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• v.10 no.11
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• pp.424-434
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• 2010

Job stress of Korean workers is 87.8% which is the highest level among OECD countries(average 80%), and job satisfaction is 69% which is the lowest satisfaction much lower than the average(81) of OECD. This study aims to analyze the effect of LMX; Leader-Member Exchange regarding job stress and job satisfaction empirically. According to the result of the study of employees in special hotels in capital areas and Jeolla province, the difference between job stress and intensity showed partial differences in marital status. In addition, the mediating roles of the LMX quality showed that the only organization-related stress consisting of role conflicts and role ambiguity factors was found to be mediated by the quality of LMX in terms of the effect on job satisfaction. Also, the effect of job authority-related stress and job environment stress on job satisfaction showed that the quality of LMX didn't have an influence.

• Journal of Technology Innovation
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• v.20 no.3
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• pp.153-180
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• 2012

The objective of this study is to identify the characteristics of high performer among R&D professionals and to examine the effects of LMX(Leader-Member Exchange) and TFL(Transformational Leadership) on job satisfaction or organizational commitment. The empirical result shows that; 1) when compared with the low performers of R&D professionals, the high performers have more proactive personality such as risk-taking propensity, self-efficacy, need for achievement, 2) the high performers have more innovative problem-solving style, 3) the impact of LMX and TFL on job satisfaction or organizational commitment is significant and positive, 4) the augmentative effect of TFL over LMX on job satisfaction or organizational commitment exists for low performer but does not exist for high performer. Based on the result, the theoretical and practical implications are discussed.

• Journal of Korea Society of Industrial Information Systems
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• v.16 no.4
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• pp.163-174
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• 2011

The purpose of this study is to examine the antecedents of employee's organizational change commitment during organizational change. We propose that leader-member exchange (LMX) and trust in the organization could foster employee's commitment to change. A theoretical model linking the role of leader-member exchange and trust in the organization to affective commitment and normative commitment to organizational change through leadership have tested in a study of 303 respondents from 15 organizations reporting that their organizations were undergoing significant change due to the turmoil environment and M&A. We develop the hypotheses from the prior studies and empirically test them in the context of personnels who have survived from the drastic organizational changes. Based on the analyzed results, we discussed the theoretical implications and limitations.

• The Journal of the Korea Contents Association
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• v.19 no.9
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• pp.293-307
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• 2019

The poor welfare level of social workers is a big social problem in direct proportion to the ongoing need for social welfare service. In particular, the emotional work of social workers is a serious situation. This Study examines the effect of emotional labor(EL) on customer orientation(CO) of social workers with case management. Also this paper investigates the moderating effect of emotional intelligence(EI) and leader-member exchange(LMX). The major results from the study are as follow: First, we found that surface acting(SA) of EL had a negative impact on CO and deep acting(DA) of EL had a positive impact on CO. Second, EI showed a moderating effect on the correlation between SA of EL and CO. Also, EI had the moderating effect that weakening the negative impact of SA on CO. Third, LMX showed a moderating effect on the correlation between DA of EL and CO. Also, LMX had the moderating effect that strengthening the positive impact of DA on CO. In particular, this study presented with implications for future research, limitations of this study.

• Journal of Korea Trade
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• v.27 no.4
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• pp.19-44
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• 2023

Purpose - This study examines the relationships between leader-member exchange (LMX), perceived fit, organization-based self-esteem (OBSE), corporate citizenship, work engagement, and employees' negative word-of-mouth (NWOM). In particular, it analyzes the effect of the interaction between LMX and corporate citizenship on OBSE, and the effect of the interaction between perceived fit and corporate citizenship on OBSE. Finally, this study analyzes moderated mediation by legal/ethical citizenship and philanthropic citizenship, and work engagement in the LMX-NWOM relationship and the perceived fit-NWOM relationship, respectively. Design/methodology - The research data were collected through a questionnaire from 293 employees working at 117 restaurant companies in Korea. Findings - The results were as follows. First, both LMX and perceived fit were negatively related to employees' NWOM. Second, both LMX and perceived fit were positively related to OBSE. Third, OBSE was negatively related to employees' NWOM. Fourth, legal/ethical citizenship and philanthropic citizenship were found to attenuate the positive (+) relationship between perceived fit and OBSE, respectively. Fifth, it was found that work engagement weakened the negative (-) relationship between OBSE and NWOM. Finally, OBSE was found to have a partial mediating effect moderated by corporate citizenship (legal/ethical citizenship and philanthropic citizenship) and work engagement in the relationship between perceived fit and NWOM. Originality/value - This study makes a theoretical contribution by expanding the mechanisms associated with LMX and NWOM by revealing the mediating effect of OBSE in their relationship. Additionally, this study makes a theoretical contribution in that it demonstrates the importance of enhancing legal and ethical citizenship and philanthropic citizenship by revealing the moderating effect of corporate citizenship in the relationship between perceived fit and OBSEE. Finally, it makes a theoretical contribution by suggesting that the interaction between work engagement and OBSE is important in reducing employees' NWOM by revealing the moderating effect of work engagement.

• Korea Journal of Hospital Management
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• v.25 no.1
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• pp.58-72
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• 2020

Purposes: This study aims to investigate the determinants of change-oriented organizational citizenship behavior(CO-OCB) of hospital employees and test the mediating effect of the job satisfaction and organizational commitment on the CO-OCB. Methods: Data were collected from the self-administered questionnaire survey for hospital employees of ten hospitals located in five regions, including Seoul. Out of 1,100 questionnaires which were distributed through the administrative routes, a total of 617 copies were returned(response rate 56.1%) and analyzed by frequency analysis, t-tests, correlation analysis, multiple regression, and path analysis using SPSS 21.0 and AMOS 21.0. Findings: The study results revealed that the explanatory power(56.4%) of the model was most significantly increased by the variables of psychological attributes(R²-change 33,5%). Also, the variables of self-efficacy, followed by hope, the organizational climate for innovation, the psychological safety climate, team-member exchange, and leader-member exchange were found to have positive total effects on CO-OCB, through the mediating variables of job satisfaction and organizational commitment. Practical Implications: The study results imply that, in order to improve the CO-OCB of hospital employees, the administrators have to take the integrated approach considering the various domains of factors including the psychological attributes, job characteristics, interpersonal relations, and organizational climate simultaneously.

• The Journal of Industrial Distribution & Business
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• v.6 no.3
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• pp.19-25
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• 2015

Purpose - The intent of this research is to discover the factors that enhance innovative work behaviors of group members in order to strengthen the competitiveness of small enterprises. In addition, we verify that employee job characteristic factors have an influence between antecedent variables and dependent variables in the work situations at small companies. Research design, data, and methodology - This study is focused on identifying the factors, such as self-efficacy, leader member exchange (LMX), and collective efficacy, which promote innovative work behaviors. A total of 305 valid questionnaires were collected. Results - The results of a path analysis showed that LMX did not have significant effects on task significance, and autonomy did not have significant effects on innovative work behavior. Conclusions - These findings of the study imply that even though leaders supported the groups in accordance with official procedures by placing group members within or outside certain groups, task identity perceived by group members was not impacted. In addition, autonomy given to those with relatively less capability might be a burden rather than a positive outcome.