• The Journal of Asian Finance, Economics and Business
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• v.8 no.11
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• pp.285-296
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• 2021

The purpose of this study is to determine the effect of organizational culture, job involvement, and emotional intelligence on employee performance through job satisfaction, organizational commitment at commercial banks in the Great Malang. This study applied the purposive sampling method to obtain data from 240 out of 600 workers working in four commercial banks, which was then analyzed using the SEM. The results showed that organizational culture, job involvement, emotional intelligence have no significant effect on employee performance through job satisfaction. Organizational culture, emotional intelligence, job involvement, satisfaction significantly affect employee performance through organizational commitment. Organizational culture, job involvement, emotional intelligence significantly affect employee performance through job satisfaction, organizational commitment. By investigating the impact of organizational culture, job engagement, emotional intelligence on job satisfaction, organizational commitment, employee performance simultaneously in this study, this study expands the existing literature by providing a better understanding of organizational culture, job engagement, and emotional intelligence. Given that articles on organizational culture, job involvement, and emotional intelligence are limited in the HRD literature, the findings of this study may offer reliable information for HRD practice, encourage researchers to explore research related to organizational culture, job involvement, and emotional intelligence.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.781-790
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• 2021

The purpose of this study is to test empirically the effect of Islamic business ethics and market conditions on organizational performance in state-owned construction companies in Indonesia. Data collection in this study was conducted online and the total number of data used was 81 respondents, both directors, heads of departments, and managers (general and project). This study uses a partial least squares structural equation model (PLS-SEM) with a quantitative approach that aims to test hypotheses and relationships between variables, such as Islamic business ethics, market conditions, project management, organizational culture, competitive strategy, and organizational performance. This study shows Islamic business ethics has a significant direct effect on organizational performance. Market conditions do not have a direct significant effect on organizational performance. Meanwhile, the mediating variables of project management and competitive strategy have a significant direct effect on organizational performance. Organizational culture does not have a significant influence on organizational performance. Conversely, market conditions have a significant influence through the mediating variables of project management and competitive strategy on organizational performance. Besides, this study is an attempt to determine the impact of the criteria factors affecting the measurement of the performance of construction organizations in Indonesia in terms of the external environment and organizational structure.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.9
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• pp.339-350
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• 2022

The purpose of the study is to determine how organizational culture affects employees' organizational commitment in Vietnamese clothing enterprises. Quantitative research through a questionnaire survey was applied in this research. A Survey of employees of Vietnamese garment companies in Hanoi was conducted from May 2021 to August 2021. The questionnaire was built from reference to previous studies and transferred to Google form. 315 returned questionnaires were usable. The statistical software SPSS 20.0 was used to test the reliability of the scale (Cronbach alpha), exploratory factor analysis (EFA), and regression analysis. The Organizational culture is constructed by 8 components including Organizational Communication, Training and development, Reward and Recognition, Teamwork orientation, Decision-making, Innovation and risk-taking, Direction and future planning, and Leader behavior. Organizational commitment is constructed by 3 components such as affective commitment, continuance commitment and normative commitment. Findings show that organizational culture has a strong impact on organizational commitment in Vietnamese garment companies. Research provides recommendations on developing a good organizational culture through forming suitable leadership, effective organizational communication, training and development, reward and recognition, and a clear direction and future planning to enhance employee commitment to the organization and increase the garment company's performance in the future.

• Journal of Korean Academy of Nursing Administration
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• v.4 no.1
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• pp.89-105
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• 1998

Modern organizations, both complicated and complex, operate in an economic climate of· turbulence and rapid change. And Today's healthcare environment is changing, driven by demographic, environmental. social, political and technological forces. In actual practice, the organization usually depend on several factors such as economic state of organization, managerial strategies, a synthesis of several theories that reflect individual biases, specific circumstances, and practical realities. These rapidly changing healthcare environment and professional nursing practice need a strategy for the organizational development and goal attainment. An understanding of organizational culture could help managers enhance or expand their management strategy, thus increasing the probability of their success in the organization. Organizational culture is an abstract, yet potent managerial concept. With roots in several disciplines, several perspectives and definitions of organizational culture have emerged. The concept of organizational culture has been rapidly introduced into the academic and organizational world, with the much attention to the excellent companies that have continued rapid grow th despite the overall world economic recession in the late of 1970s. Organizational culture is the combination of the symbols, language, assumptions, and behaviors that overtly manifest an organization's norm and values. It is the taken-for-granted and shared meanings people assign to their social surroundings that can have a profound effect on an organizaitonal decision making and performance. For attaining a organizational goal and developing organization, it is necessary to put emphasis on developing organizational culture. It has to set organizational culture well understood by its members as an instrument to achieve the organizational goals. Both Manager and staff can focus and act on the values identified. Also, managers will exhibit better decision making capabilities because they are guided by perception of the organizational values. Therefore, understanding of organizational culture could give a strategy for organizational development that assist hiring personnel, orienting new comers, facilitating organizational change and promoting learning and so on. But their is few study on nursing organizational culture in Korea. Moreover they have not had a clear definition of Korean nursing organizational culture. Therefore, it is necessary to lay down definition of Korean nursing organizational culture and fine out real factor of Korean nursing culture. For defining a definition of Korean nursing organizational culture, this study assessed several definitions of organizational culture, factors of culture, types of culture, and functions of culture through book review.

• The Journal of Industrial Distribution & Business
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• v.11 no.4
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• pp.19-30
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• 2020

Purpose: The purpose of this study examines the mediating effect of clan leadership in the relationship between hierarchy culture and organizational commitment. Most previous research focused on the relationship between organizational culture and organizational performance or organizational culture and job satisfaction. There are few empirical studies that focus on organizational commitment data because it is difficult to collect in many cases of export-driven small and medium sized enterprises. However, this research measures affective commitment, continuance commitment, and normative commitment differently than previous research, which is mostly focused on the hierarchy culture, clan leadership, and organizational commitment measurements. Research design, data, methodology: Conceptual research model is based on the studies of Cameron and Quinn (2011), and Gungor and Sahin (2018). The model is designed with three constructs such as hierarchy culture, organizational commitment, and clan leadership. The monitor culture and coordinator culture are as proxy for the hierarchy culture. The affective commitment, continuance commitment, and normative commitment are as proxy for the organizational commitment. And also the facilitator leadership and mentor leadership are as proxy for the clan leadership. Based on three hundred cases such as export-driven small and medium sized enterprises (SMEs), this study verify the hypothesis. Hypothesis was analyzed with the structural equation modeling. Results: In case of export-driven small and medium sized enterprises (SMEs), clan leadership acts as a mediator in the relationship between hierarchy culture and organizational commitment. In case of export-driven small and medium sized enterprises (SMEs) with high organizational commitment, clan leadership acts as a mediator in the relationship between hierarchy culture and organizational commitment. In case of export-driven small and medium sized enterprises (SMEs) with low organizational commitment, clan leadership did not act as a mediator in the relationship between hierarchy culture and organizational commitment. Conclusions: By controlling for the mediating effect of clan culture, this study have improved the academic contributions as well as policy and practical implications through empirical study of clan leadership that affect organizational commitment in the fields of hierarchy culture. In addition, this study means that the mediating effects on the variables of clan leadership were examined.

• Journal of Korean society of Dental Hygiene
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• v.15 no.5
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• pp.797-804
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• 2015

Objectives: The purpose of the study was to investigate the influence of organizational communication satisfaction on the job satisfaction, organizational commitment, and turnover intention in the dental hygienists. Methods: A self-reported questionnaire was completed by 227 dental hygienists in Chungnam. The questionnaire consisted of 4 questions of general characteristics of the subjects, 8 questions of interpersonal stress, 12 questions of organizational communication satisfaction, 5 questions of job satisfaction, 5 questions of organizational commitment, and 5 questions of turnover intention. The four variables were measured by Likert 7 point scale. Data were analyzed using SPSS version 18.0 for frequency analysis, t test, one way ANOVA, Pearson's correlation coefficient, and stepwise regression analysis. Sobel test was used to verify the mediating effects. Results: The interpersonal stress was proportional to turnover intention and inversely proportional to the organizational communication satisfaction, job satisfaction, and organizational commitment(p<0.01). The organizational communication satisfaction was proportional to the job satisfaction and organizational commitment, and inversely proportional to turnover intention(p<0.01). The interpersonal stress had a meditating effect between organizational communication satisfaction, and job satisfaction. It also gave the mediating effect between organizational communication satisfaction and organizational commitment. Conclusions: The effective organization management system can enhance the job satisfaction, organizational commitment, and turnover intention reduction in the dental hygienists.

• Journal of the Korea Society of Computer and Information
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• v.22 no.10
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• pp.167-177
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• 2017

In this paper, we propose the role of job crafting in the relationship between leadership and organizational effectiveness in voluntarily carrying out each member's assigned tasks. This study surveyed the manufacturing, construction, service industries in Seoul and Gyeonggi province, identified the type of leadership they recognized, and empirically analyzed the organizational effectiveness of leadership. The purpose of this paper is to grasp the types of leadership acknowledged by the industry of manufacturing, construction, and service, and also to empirically analyze the organizational effectiveness of the leadership. The study measures the organizational effectiveness in terms of the job satisfaction, organizational commitment, and organizational citizenship behavior while classifying the leadership into coaching leadership, transformational leadership, and sensible leadership. In addition, the strictness of the analysis is imposed by estimating the simple least square model and ranking probit model. The results of the least square model is summarized as the following. Regardless of the different defining terms of organizational effectiveness, transformational leadership was shown to have the greatest organizational effectiveness. Sensible leadership positively effected job satisfaction whereas coaching leadership positively effected job satisfaction and organizational effectiveness. Compared to transformational leadership and coaching leadership, the impact of the sensible leadership was very much limited. The result of the ranking probit model is summarized as the following. First, sensible leadership had a positive impact on the member's job satisfaction and organizational commitment. Second, regarding the organizational citizenship behavior, coaching leadership showed greater impact than transformational leadership. This results contradicts the results from the simple least square model. If similar studies were to be conducted in the future, two models and the results must be compared. Third, as the leadership score increases by 1 point, there is greater possibility of having more than 4 points for all job satisfaction, organizational commitment, organizational citizenship behavior. Lastly, the analysis proves that job crafting has the mediation effect between the leadership and organizational effectiveness.

• Journal of the Korean Dietetic Association
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• v.23 no.4
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• pp.431-452
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• 2017

This study was conducted to investigate the effect dietitians' perceived organizational culture has on organizational commitment at hospital foodservices. A total of 382 dietitians working at general hospitals with 500 beds or more participated in the survey from January 16 to February 8, 2017. The result of perceived organizational culture showed hierarchical culture, rational culture, development culture, and group culture scored to be 5.29, 5.25, 5.15, and 4.97 out of 7, respectively. Differences in the perception of organizational culture and organizational commitment were observed according to the general demographics of subjects, but no significant differences were shown according to the general characteristics of hospitals. For organizational commitment perception, affective commitment (5.14), normative commitment (4.41), and continuance commitment (4.21) were identified. There were differences according to age, work experience at the present job, position, and education level by type of organizational culture. In terms of organizational commitment, there were significant differences in age, work experience at the present job, employment status, and possession of clinical dietitian certificate, position by type of commitment. A positive correlation between dietitians' perceived organizational culture and organizational commitment such as overall organizational commitment, affective commitment, and normative commitment was observed (P<0.01). Group culture, development culture, and hierarchical culture positively affected overall organizational commitment (P<0.001). Development culture, group culture, and hierarchical culture had positive effects on affective commitment, whereas rational culture had a negative influence. Development culture (P<0.05), group culture (P<0.001), and hierarchical culture (P<0.01) positively influenced normative commitment. Results suggest that it is necessary to develop plans for the improvement of rational culture, group culture, and development culture at hospital foodservice organizations.

• Journal of Convergence for Information Technology
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• v.8 no.4
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• pp.181-188
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• 2018

The purpose of this study is to investigate the effect of multicultural competence on the organizational effectiveness of daycare teachers and to provide basic data to improve organizational effectiveness of daycare facilities. To achieve this goal, 258 childcare teachers attending C university were sampled for convenience and statistical processing was performed using PASW. First, there was a positive correlation between organizational productivity, organizational adaptability, and job satisfaction in the relationship between multicultural knowledge and organizational productivity, organizational adaptability, organizational commitment, and job satisfaction. second. The relationship between multicultural awareness and organizational productivity, organizational adaptability, and organizational commitment were all statistically correlated. Third, multicultural knowledge and multicultural awareness have positive effects on organizational commitment, organizational adaptability, and organizational productivity. Fourth, multicultural knowledge has a positive effect on job satisfaction. Therefore, in order to improve organizational effectiveness of day care facilities in the era of convergence, education programs related to multicultural knowledge and multicultural awareness are needed for daycare teachers.

• Journal of Digital Convergence
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• v.17 no.6
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• pp.177-184
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• 2019

The environment of modern corporate management is undergoing many changes due to the horizontal organizational structure and the spread of team system. The importance of collective leadership that all members can pursue together beyond the existing personal leadership is increasing day by day. This study was conducted to analyze the effects of shared leadership on psychological empowerment, organizational justice and organizational commitment using PLS, a structural equation tool. The analysis highlighted the following. First, shared leadership exerted positive effects on psychological empowerment and organizational justice. Second, psychological empowerment exerted positive effects on organizational justice and organizational commitment and lastly, organizational justice exerted positive effects on organizational commitment. The causality between shared leadership, psychological empowerment, organizational justice and organizational commitment. This study demonstrated the important relationship between shared leadership and psychological empowerment and organizational justice, which will serve as a guideline for further organizational commitment.