• Asia pacific journal of information systems
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• 제20권4호
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• pp.53-79
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• 2010

The study was originated from recognition that project participants' satisfaction should be Improved to raise project performance and to make progress of a successful project since the above dissatisfaction was operated as a danger factor of the project. The study selected one large-scale sample project and attempted measuring characteristics of the project, participants' satisfaction and project performance with the whole project participants. The study analyzed correlations between individual level (team members) and group level (development team), and examined what effect a sub project manager under complicated hierarchical organization of the large-scale project, namely PL (project leader)'s leadership style had on each individual project participant's satisfaction and what effect project uncertainty in organization/technology environment had on project participants' satisfaction and project performance. The study verified that development team (group) had an effect on team member (individual)-level project participants' satisfaction by disclosing that there was a significant dispersion among groups within project participants' satisfaction by each individual. It is analyzed that it is necessary to make improvement through approach by each pertinent team to raise individual-level project participants' satisfaction. The study also verified PL's ideal leadership under strict methodology and hierarchical control of the large-scale project. Based on the verification of the hypotheses, the results of the analysis were produced as follows. First, the development team affects the satisfaction level that an individual has when he/she participates in a project. This suggests that the satisfaction with project participation should be improved at the team level. In addition, the project management style and leadership orientation of the manager of a sub project who is mostly affected by the team proved to have a direct influence on the satisfaction with project participation and project performances. Second, both the performance-oriented leadership and the relationship-oriented leadership of the PL of the development team were verified to have a significant effect on the satisfaction of the team members associated with project participation. In other words, when the team members recognize that the PL of the development team shows both the performance-oriented leadership and the relationship-oriented leadership, their satisfaction with project participation increases accordingly. Third, it was verified that the uncertainty of the organizational environment significantly affects the satisfaction level when the PL of the development team exerts a relationship-oriented and performance-oriented leadership. The higher the uncertainty of the organizational environment is, the more the satisfaction with project participation decreases whereas the relationship-oriented leadership has a more positive effect on the satisfaction than the performance-oriented leadership style. Fourth, when the PL of the development team exerts the relationship-related and performance-related leadership, the uncertainty of the technological environment has a significant influence on the satisfaction level. The higher the uncertainty of the technological environment is, the more the satisfaction with project participation decreases whereas the performance-oriented leadership has a more positive effect on the satisfaction than the relationship-oriented leadership style. The result of the research on the uncertainty of the project environment suggests that when the development team leader exerts a relationship-oriented and performance-oriented leadership style, the uncertainty of the organizational environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the organizational environment, the more the satisfaction level decreases, and the relationship-oriented leadership style affects the satisfaction level more positively than the performance-oriented leadership style. In addition, when the development team leader displays a relationship-oriented and performance-oriented leadership style, the uncertainty of the technological environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the technological environment. the more the satisfaction level decreases. The performance-oriented leadership style as well affects the satisfaction level more positively than the relationship-oriented leadership style. Based on the above results, the research provides the following implications when handling multiple concurrent projects. First, the satisfaction with the participation in the multiple concurrent projects needs to be enhanced at the team (group) level. Second. the manager of the project team, particularly the middle managers should have both a performance-oriented and relationship (task and human)-oriented attitude and exert a consolidated leadership in order to improve the satisfaction of team members with project participation and their performances. Third, as the uncertainty factor of the technological and organizational environment among the characteristics factors of the project has room for methodological improvement depending on one's effort even though there are some complications, we need to continuously prevent and control the risks resulting from the uncertainties of the technological and organizational environment of the project in order to enhance the satisfaction of project participation and project performances. Fourth, the performance (task)-oriented leadership is required when there is uncertainty in a technological environment while the relationship (human)-oriented leadership is required when there is uncertainty in an organizational environment. This research has the following limitations. First, this research intended to select one large-sized sample project and measure the project characteristics, the satisfaction of all the participants associated with project participation, and their performances. Therefore, it is inappropriate to generalize and apply the result of this result onto other numerous projects. Second, as this case study entailed a survey to measure the characteristics factors and performance of the project, since the result value was based on the perception of project team members, the data may have insufficient objectivity. Third, though this research targeted on all the project participants, some development teams did not provide sufficient data and questionnaires were collected from some specific development teams among the 23 development teams, causing a significant deviation in the response rate among the development teams. Therefore, we need to continuously conduct the follow-up researches making comparisons among the multiple projects, and centering on the characteristics factors of the project and its satisfaction level.

• 경영과정보연구
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• 제19권
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• pp.145-170
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• 2006

The purpose of this study is to examine the relationship between core factor of Knowledge Management(KM) and organizational effectiveness. The objects of study are middle manager in hosing construction and civil engineering and construction industry, and the sample size is 228. The core factor of KM and indicator of organizational effectiveness are drawn by literature survey. The core factors are classified into human capital, organizational capital, structural capital, (to put it concretely), job capability, human relation, strategy, information technology, process, sharing culture, leadership, measurement. The indicator of organizational effectiveness are measured by job satisfaction, organization loyalty, competitiveness. The main results of this study can be summarized as the following. 1) The core factor of KM has a positive relationship to organizational effectiveness. Especially, the core factor of sharing culture and leadership are strongly relationship with organizational effectiveness. 2) There was a high positive correlation between job satisfaction and organization loyalty. 3) Human, structural, and structural capital had a different affect on organizational effectiveness. 4) The more job position and educational level high, the more they recognized that KM is necessary for their organization. 5) Among the success factor in KM, the factor of job capability was well perceived to respondent. According to this study, we can analyzed the relationship between success factor and organizational effectiveness, and drawn the most influence success factor on organizational effectiveness. Concurrently, the results of this study will be useful guidelines for shaping the KM operation framework in construction industry.

• 정보학연구
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• 제10권2호
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• pp.11-27
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• 2007

This thesis is analysing localization of human resources recruitment in the overseas investment of the Korean firms. The main results of the analysis can be summarized as follows: first, Korean overseas local corporations have achieved localization for physical workers. But localization above middle manager level is very poor. Second, local corporations are managed by the employee from Korean parent company. Third, parent company mentioned language ability, work process ability of local business, responsibility, leadership as selection basis for the workers in overseas local corporations. Localization propel strategy of local corporation human resources recruiting : (1) human resources recruiting strategy is the strategy of outsider. simple global human resources recruiting strategy is the recruiting of person dispatched from headquarter rather than local human resources (2) human resources recruiting strategy is the strategy of multidomestication. multidomestication human resources recruiting strategy is the strategy to use in case of stabilization in local area.

• 한국지능시스템학회논문지
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• 제23권3호
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• pp.232-237
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• 2013

본 연구는 장기요양시설(입소시설)에서 근무하는 시설장 또는 관리자가 인식하고 있는 요양서비스 질 결정모형을 사회시스템의 구조화에 이용되고 있는 FSM을 이용하여 구조화하는데 목적이 있으며 주요 연구결과는 다음과 같다. 최상층의 서비스 질은 중간층의 직무몰입, 조직몰입, 경력, 요양기술, 노인에 대한 지식, 연수 및 교육과 연결되어 있는 것으로 나타났다. 둘째, 중간층(직무몰입, 조직몰입, 경력, 요양기술, 노인에 대한 지식, 연수 및 교육)은 하위층의 고용형태, 직무만족, 리더쉽, 이용자 관계, 직장 내 인간관계와 연결되어 있거나, 중간층에 위치한 요인 간에 연결되어 있는 구조로 나타났으며 구체적 결과는 다음과 같다. 직무몰입에는 직무만족과 이용자 관계, 조직몰입에는 리더쉽과 직장 내 인간관계, 경력에는 고용형태와 직무만족이 연결되어 있는 것으로 나타났다. 한편, 요양기술에는 직무만족, 경력, 노인에 대한 지식, 연수 및 교육, 노인에 대한 지식에는 직무몰입, 경력, 연수 및 교육, 연수 및 교육에는 직무몰입이 연결되어 있는 것으로 나타났다. 이러한 결과를 통해 다음과 같은 사실을 확인할 수 있었다. 첫째, 요양보호사의 업무전문성을 나타내는 요양기술 및 노인에 대한 지식은 경력을 바탕으로 해서 서비스 질에 연결되는 구조를 보였다. 둘째, 중간층의 직무몰입은 최상위층의 서비스 질에 연결되어 있으면서 같은 중간층에 위치한 요양기술, 노인에 대한 지식, 연수 및 교육 등 다양한 요인에 영향을 미치는 것으로 나타나 서비스 질을 결정하는 데 중요한 요인임을 알 수 있었다. 마지막으로 리더십과 관련하여 의미있는 결과를 확인할 수 있었다. 즉, 시설장의 리더십이 조직몰입에 연결되고 조직몰입이 서비스 질에 연결되는 구조를 통해 서비스 질 향상을 위해 시설장이 수행할 역할을 확인할 수 있었다.

• 한국식품영양과학회지
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• 제36권4호
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• pp.488-498
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• 2007

본 연구는 위탁급식 종사자를 대상으로 감성리더십의 수행 인식 정도, 감성지능 수준과 조직 및 종사자 관련변인, 조직성과에 대한 가설을 토대로 감성리더십의 효과성 모형과 감성지능의 효과성 모형을 구축하고 구조방정식(SEM)을 이용하여 이를 검증하고자 하였다. 위탁급식업체 중간관리자의 감성리더십 수준은 종사자들의 태도와 행동에 영향을 미치는 것으로 파악되었으며, 단체급식업계의 감성리더십 수행수준은 위탁급식업체 본사 근무자들이 자신의 상사인 리더를 평가할 때 '조직의 관계와 원칙의 이해'에 있어서 높은 점수를 주었고, '설득력 있게 사람의 마음을 잡아끄는 능력'에 대해서는 가장 낮은 점수를 주어, 위탁급식업계 본사의 중간관리자의 경우 원칙과 조직을 이해하는 능력은 강하나, 부하직원의 마음을 이끄는 능력은 부족한 것으로 분석되었다. 위탁급식업계 본사 근무자들의 조직몰입 수준은 보통을 약간 상회하는 수준으로 '충성도'에 대한 몰입이 '일체감'에 대한 수준보다 높은 것으로 나타나, 조직구성원들이 회사를 향해 가지는 몰입정도는 높은 반면, 회사와 종사자들의 하나됨은 다소 부족한 것으로 분석되었다. 조직성과는 보통을 상회하는 수준이었다. 조직성과 항목 중 가장 높은 항목은 '비용절감노력'으로 분석되었고, '인사관리에 있어서의 공정성', '직책에 상관없이 공정한 대우'에 있어서는 낮은 성과를 보였다. 감성리더십 수행수준과 조직구성원 관련변수인 직무만족, 조직몰입, 조직성과, 이직의사간의 관련성을 파악하기 위하여 상관분석을 실시한 결과, 감성리더십 수준과 직무만족, 조직몰입, 조직성과 수준과는 정(+)의 상관관계를, 이직의사와는 부(-)의 상관관계를 보여 리더의 감성리더십 수준이 종사자들의 직무태도와 직무수행에 유의적인 영향을 기치는 것으로 분석되었다. 감성리더십의 수행수준은 본사 근무자들의 직무만족과 조직몰입, 조직성과는 높여주는 동시에 이직의사는 낮춰주는 것이 조직이 효율적으로 운영되는데 일조하고 있는 것으로 사료되었으며, 감성리 더십 효과성 연구모형을 분석해 본 결과 감성리더십의 수행수준은 종사자의 '직무만족도'와 '조직몰입'에 영향을 미쳐 결국 '조직성과'에 유의 적으로 작용하는 것으로 나타났다. 이상을 종합하여 볼 때, 감성리더십은 아직은 조금 생소한 개념으로 받아들여지고 있으나, 최근 대기업을 중심으로 조직의 경영전반에 적용하려는 노력이 활발하게 이루어지고 있다. 리더를 감정관리자(emotional manager)로서 조직의 감성을 이해하고 배려함과 동시에 구성원들의 태도와 조직의 성과에까지 영향을 미치는 것으로 규명하였다. 감성리더십은 리더가 스스로 자신의 능력과 감정을 제어하고, 조직내에서 동조화를 통해 스스로의 영향력을 이해하고 인간관계 관리 능력을 발휘하여 조직을 긍정적으로 이끌어 내는 능력이다. 이는 현대 조직사회가 과거의 소수 최고위층 관리자에 의한 의사결정으로 이루어지는 조직에서 모든 계층 특히 중간관리자의 리더역할을 통해서 차별적인 역량의 영역을 창조하고 영향력을 발휘토록 하는 조직으로 변화하는 시점에서 그 중요성이 특히 강조된다. 특히 인적의존도가 높은 위탁급식업계에서 효율적인 리더십의 양성과 효과성 발휘를 위해, 감성능력에 초점을 두고 있는 감성리더십에 관심을 가지고 교육프로그램에 접목 경영활동에 적용하는 것이 필요할 것으로 사료된다. 그러나 본 연구가 위탁급식업계의 대기업만을 대상으로 하고 있어 중소 위탁급식업체에까지 일반화과정에는 한계를 가지고 있다. 따라서 앞으로의 후속연구에서는 중소위탁급식업체와 급식을 실질적으로 담당하고 있는 지점에까지 확대하여 적용해 보는 실증연구가 필요할 것으로 사료된다.

• 대한치과기공학회지
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• 제29권2호
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• pp.35-47
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• 2007

The aim of this study was to make dental technicians recognize the importance of their professional self-concept, and to provide basic data to devise the educational programs and policies of establishing their positive professional self-concept. In addition, the investigator tried to present some improvement measures for dental technicians' actual services by examining their job satisfaction. Study findings are as follows: First, the score of study subjects' self-concept is 3.41($\pm$.58) (perfect score=5), middle or high in rank. As for the mean score of professional self-concept by realms, the self-concept of communication is 3.59($\pm$.67), the highest; the self-concept of leadership in the realm of professional service is 3.54($\pm$.75); the self-concept of skills is 3.50($\pm$.75); the self-concept of adaptability is 3.47($\pm$.69); and the recognizant level of satisfactory self-concept is 2.95($\pm$.81), below the normal. Second, as for the difference of professional self-concept according to general characteristics, such variables as age, marital states, and the length of one's service have a significant influence upon the recognition of self-concept. First, the self-concept of those whose age is between 31 and 35 is the highest (3.64$\pm$.49), and it is followed by that of those whose age is 36 and above (3.57$\pm$.77) and then that of those whose age is between 26 and 30 (3.31$\pm$.56)). And that of those whose age is below 25 is the lowest. The obove results show us that the professional self-concept of older study subjects is higher than that of younger ones in general(p<.01). As for marital states, that of married persons(3.54$\pm$.64) is higher than that of unmarried ones(3.35$\pm$.55)(p<.05). As for the length of one's service, that of longtime employees is higher than that of short-period workers(p<.01). In relation to positions, a manager's professional self-concept is the highest(3.89$\pm$.55) and that of an assistant technician is the lowest(3.17$\pm$.58). Study findings show that the professional self-concept of higher ranking technicians is higher than that of lower ones in general (p<.001). Based on the study findings, the investigator suggests followings: First, studies on the professional self-concept that is appropriate to the characteristics of dental technicians must be carried out with a new point of view. Second, a tool must be researched and developed in order for the professional self-concept of dental technicians to be measured. Third, if a new professional self-concept is established and a measuring tool is developed, a study on the relationship between dental technicians' professional self-concept and practice performance can be carried out again.

• 한국가족복지학
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• 제53호
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• pp.117-159
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• 2016

연구는 월계종합사회복지관 이혼 한부모 자조집단 징검다리의 발전과정 및 성과, 그리고 발전과정과 성과에 관련된 요인을 심층적으로 파악하는 것을 목적으로 하는 사례연구로, 관련 문서, 회원 및 담당자 중간관리자 심층면접, 참여관찰 등 다양한 방법으로 자료를 수집하고 질적으로 분석하였다. 그 결과, 징검다리의 발전과정은 태동, 토대 구축, 성장, 확장과 독립의 4단계로 구분되었다. 성과는 '개인, 가족, 공동체에서 역량을 키우고 성장함', '징검다리의 울타리를 넘어서 지역사회로'의 2개 범주에서 6개 하위범주, 31개 개념이 도출되었다. 발전과정 및 성과 관련 요인으로는 '이런 저런 문제에도 불구하고 동병상련으로 함께 하는 회원들', '탁월하고 안정적인 리더십', '부족하지만 최선을 다하는 담당자의 헌신', '기관의 확고한 의지를 바탕으로 효과적으로 기능하는 저소득 이혼 한부모 가족 지원의 허브', '조심스러우나 시너지 효과를 내는 혼성집단', '저소득 이혼 한부모 자조집단 운영의 딜레마와 자조집단 운영설명서 부재' 등 6개 범주에서 20개 하위범주, 61개 개념이 도출되었다. 이를 토대로 저소득 이혼 한부모 자조집단 운영에 대해 논의하였다.