• Korea Journal of Hospital Management
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• v.24 no.2
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• pp.23-37
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• 2019

The purpose of this study was to investigate the effect of fairness, culture, and service points on organizational management to maximize the ability of organizational members. The subjects of the survey were selected from major hospitals, small and medium hospitals. A total of 500 questionnaires were distributed, but 404 (80.8%) were used for the final analysis. The SPSS WIN 20 program was used to analyze the collected data. The following conclusions were obtained. First, in this study, organizational fairness did not show any general difference, and fairness was obtained with relatively high scores. In terms of improving organizational culture, size of hospital there is a statistically significant difference. the larger the organization, the more the organizational culture needs to be improved. Organizational fairness were significant differences in service encounter points and size of hospital. Second, the correlation between fairness, organizational culture improvement, service contact point and management performance showed a very positive correlation. Third, fairness has no effect on business performance. However, in this study, organizational culture improvement and service contact points are statistically significant and positive (+) influence on dependent variable management performance. Therefore, in order to improve the organizational culture of the hospital, it is necessary for the CEO to the vision, core, to discuss and make a reasonable plan. In order to actively cope with rapidly changing hospital environment, it will be necessary to positively support the of new medical market and the increase of market share.

• Asia-Pacific Journal of Business
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• v.9 no.3
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• pp.117-137
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• 2018

Lots of the studies about the relationship between coaching leadership and organizational effectiveness have been conducted and reported that coaching leadership is one of the main factors which impact organizational effectiveness. The purpose of this study was to synthesize the relationship between coaching leadership and organizational effectiveness. For that purpose, 32 correlation effect sizes from 25 studies were analyzed by the CMA (Comprehensive Meta-analysis) Program. The study calculated the overall effect size of the relationship between coaching leadership and organizational effectiveness. Then, it also calculated the effect size of the relationship between coaching leadership and each sub-variable of organizational effectiveness. The analysis results are as follows: First, the overall effect size about the relationship between coaching leadership and organizational effectiveness was .519, which means that coaching leadership has over lager relationship with organizational effectiveness. In addition, the effect sizes of sub-variables of the organization are .556 (organizational commitment) .542 (job satisfaction), 509 (organizational citizen behavior), and .401 (innovative behavior). The study tested the mediating effects of measurements, organizational size, types of publication, and published year. The result showed that only the measurement made significant differences among effect sizes of studies.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.507-517
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• 2021

The research objective was to analyze the effect of work behavior on organizational citizenship behavior (OCB) and organizational commitment. For this, we analyze the effect of organizational commitment on OCB and analyze organizational commitment as a mediating variable in the relationship between workplace behavior and OCB. This study employed survey data for 80 employees of 12 village credit institutions in the Badung Regency. Observation is one way to obtain primary data. It is done by observing the object, which is the primary source of data, and conducting direct observations of the research location to determine the circumstances and problems. This research uses data collection techniques: 1) interviews conducted with employees working in Badung Regency both in managers and staff positions. 2) Questionnaire, namely, by using several closed questions given to the Badung Regency employees regarding workplace spirituality, organizational commitment, and OCB. The analysis technique used the partial least squares (PLS) approach and the Sobel test. The results show that workplace spirituality does not affect OCB but positively affects organizational commitment. Also, organizational commitment has a positive effect on OCB. The major findings are organizational commitment acts as a mediating variable in the relationship between workplace spirituality and OCB.

• Journal of East-West Nursing Research
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• v.28 no.2
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• pp.112-121
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• 2022

Purpose: This study aimed to identify the factors related to the organizational citizenship behavior of nurses in the operating room (OR). These factors include positive psychological capital, perceived organizational culture, and job characteristics. Methods: A descriptive correlational study design was used. A total of 185 OR nurses from nine general and advanced general hospitals across three metropolitan areas in South Korea completed the questionnaires. The questionnaires included items on organizational citizenship behavior, positive psychological capital, organizational culture, and job characteristics. Descriptive statistics and multiple regression analysis were conducted using SPSS/WIN 21.0. Results: The mean score for organizational citizenship behavior was 3.62 out of 5. Positive psychological capital, relationship-oriented organizational culture, and feedback on job characteristics were verified as influencing factors of OR nurses' organizational citizenship behaviors. The explanatory power of this regression model was 48.2%. Conclusion: Reinforcement of positive psychological capital of individual OR nurses and organizational efforts to endorse relationship-oriented organizational culture is required. It follows that OR nurses' organizational citizenship behavior can be enhanced based on mutual trust, cohesiveness, and feedback on their work performance.

• Educational Technology International
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• v.6 no.2
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• pp.43-58
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• 2005

The purpose of this study was to investigate the impact of organizational learning culture on job satisfaction and organizational commitment. Two streams of scholarly work have provided the theoretical foundations for this study. The first stream comes from the literature on learning organization. The second stream of the theoretical foundation comes from an extensive literature on attitude-intention-behavior relationships. In addition, this study was tested three alternative models. Alternative model 1 employed job satisfaction as the mediating commitments variable between learning culture and organizational commitment. Alternative model 2 used organizational commitment as the mediating variable between learning culture and job satisfaction. Finally, alternative model 3 specified a direct impact of learning culture on both job satisfaction and organizational commitment, and reciprocal linkages between these two variables. The results of this study support the hypothesized relations among an organization's learning culture, job satisfaction, and organizational commitment. The findings of this study are various congruent with a widely accepted hypothesis that job satisfaction serves as an appraisal function in evaluating various work environments and determining emotional responses such as organizational commitment. Organizational learning culture is one of the important factors that organizations cannot overlook. Therefore, the findings of this study provide a new direction for researchers seeking to explain the complex relations among these central organizational variables.

• Journal of Korean Academy of Nursing Administration
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• v.4 no.2
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• pp.363-385
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• 1998

The purpose of this study is to investigate the relationship between organizational culture types and organizational effectiveness in the hospitals and to identify the cultural and organizational characteristics of the hospitals with high organizational effectiveness. Data were collected from May 12 to June 14. 1997 through questionnaire taken by 1.118 nurses working in 10 hospitals with more than 800 beds and from annual reports published by the hospitals. The instruments were used for collecting the data: Organizational Culture Questionnatire and Organizational Characteristics Questionnatire developed by the researcher. Mowday's Organizational Commitment Questionnaire. Taylor & Bovver's General Satisfaction Scale. The Results were as follows: 1. The meta culture of the hospital organizations was the conservative culture. 2. There were significant differences of the four organizational cultural types - affiliative culture. innovative culture. conservative culture. task culture among the hospitals(p=.00). 3. The hospital organizations were classified in to three cultural patterns. each of which had similar cultural composition. on the basis of the scores indicating the similarity and difference of the foul' organizational cultural types among the hospitals. The organization of each group represents conservative- dominant culture. innovative-dominant culture and competitive culture. 4. Nurses' organizational commitment and job satisfaction were significantly different among the cultural patterns(p=.00). In other words. the hospitals with innovative-dominant culture showed higher organizational commitment and job satisfaction than ones with conservative-dominant culture and competitive culture. And also. the growth rate of outpatients and inpatients were significantly different among the cultural patterns(p<.05). The hospitals with innovative -dominant culture showed higher growth rate of outpatients and inpatients than ones with conservative-dominant culture and competitive culture. 5. The hospitals with conservative-dominant culture and competitive culture showed higher level of centralization than ones with innovative -dominant culture(p=.00) And the hospitals with competitive and innovative-dominant culture showed higher level of communication than those with conservative-dominant culture(p=.00) Finally. the hospitals with innovative-dominant culture showed higher level of managerial strategy than those with conservative-dominant and competitive culture. among which the latter showed higher level of managerial strategy than the former(p=.00).

• Journal of the Korea Convergence Society
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• v.8 no.12
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• pp.397-405
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• 2017

The purpose of this study was to empirically reveal the causal relationship between ethics management, organizational trust, organizational identification, and organizational citizenship behavior perceived by members of public sports organizations. For this purpose, a survey was conducted on the employees of Korea sports promotion foundation, the city and county sports association, and the federation of sports associations in Kyoung-In and Kangwon area. The results were as follows : First, ethics management has been found to influence organizational trust. Second, ethics management has been found to influence organization identification. Third, organizational trust has been found to influence organizational identification. Fourth, organizational trust has been found to influence organizational citizenship behavior. Fifth, organizational identification has been found to influence organizational citizenship behavior. This study confirmed that the ethical management activities of public sports organizations were positively influencing the various pro-social behaviors of the members who voluntarily perform outside of their jobs for the development of organization by trusting and identifying the organization.

• Journal of the Korean Society of Radiology
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• v.13 no.7
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• pp.995-1003
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• 2019

The purpose of this study was to survey and analyze the effects of organizational culture, leadership and organizational commitment on organizational satisfaction among radiological technologist working in hospitals in Busan. As a result, the scores of organizational culture, organizational commitment and job satisfaction of the tertiary university hospital were significantly higher (p<0.05, p<0.001). In the group with no turnover experience, the organizational commitment, job satisfaction, and organizational effectiveness scores were significantly higher (p<0.05). Job satisfaction scores of the department of nuclear medicine were significantly higher (p<0.05). Hierarchical regression analysis showed that organizational commitment had the highest impact on job satisfaction of radiological technologist (β=0.564, p<0.001). radiological technologist play a large part in hospital tissues in the diagnosis of disease. Therefore, based on the results of this study, it is helpful to analyze the relationship between the radiological history, organizational culture, leadership and organizational commitment in order to improve the job satisfaction of radiological technologists.

• The Journal of the Korea Contents Association
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• v.15 no.10
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• pp.436-446
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• 2015

Work-family interface including work-family conflict and work-family enrichment has an effect on organizational performance such as job satisfaction and organizational commitment. This empirical research mainly investigated influence of family-friendly organizational culture on work-family interface and organizational performance. Three key variables apply for this research : work-family interface, organizational performance and family-friendly organizational culture. A total 750 questionnaire was collected from female managers in various companies for hypothesis testing. The empirical analysis shows that reducing work-family conflict and enhancing work-family enrichment positively contribute to job satisfaction and organizational commitment. The Family-friendly organizational culture plays a moderating role between work-family interface and organizational performance. As a result, the findings support the fact that family-friendly organizational culture impact on organizational performance through work-family balance.

• Journal of Technologic Dentistry
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• v.29 no.2
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• pp.181-196
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• 2007

The purpose of this study is to investigate relations between the organizational culture and job satisfaction of ordinary dental technicians who are serving at dental laboratories. Findings of the study are summarized as follows. Ordinary dental technicians' job satisfaction as a whole was measured 3.40 in average score. In detail, those dental technicians were highest in satisfaction about their work, followed by their work conditions, organizational relations and occupation itself in order, but showed some dissatisfaction in terms of their self-realization. Regarding relations between the organizational culture and job satisfaction of ordinary dental technicians, the former was found significantly affecting the latter. Those dental technicians' job satisfaction was being most positively influenced by innovation-orientation as one of their organizational culture styles, followed by task-orientation. In regard to relations between sub-areas of the satisfaction and styles of the culture, ordinary dental technicians' organizational relations were being significantly, positively affected by such styles of their organizational culture as relation-orientation and task-orientation. Those technicians' occupational satisfaction, self-realization and work conditions were being strongly influenced by one of their organizational culture styles, that is, innovation-orientation. Originary dental technicians' work satisfaction was not being significantly affected by any of the organizational culture styles. The more relation- or task-orienting ordinary dental technicians were in organizational culture, the stronger their organizational relations were. The more innovation-orienting ordinary dental technicians were in organizational culture, the more those dental technicians' satisfaction regarding their occupation, self-realization and work conditions is likely to positively change. These findings indicate that ordinary dental technicians are even more orienting both relation and task in organizational culture, while being afraid of innovation and that their organizational culture as a whole is somewhat strict hierarchically.