• Journal of the Korean Society of Food Culture
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• v.22 no.2
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• pp.191-200
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• 2007

This study was designed to investigate the correlation between perceived TQM performance and organizational culture of dietitians. The objective of the study is to help the management of foodservice by providing a direction which will elevate perceived TQM performance of dietitians and presenting plans which will ensure effective dietitians. Questionnaires handed out to 308 dietitians worked in institutional foodservice operation including elementary, middle and high schools, hospitals, business and industries. In terms of TQM importance and performance, the more important dietitians perceived, the higher their performance level rose. Data form the IPA, external and internal customer satisfaction, executive ability, communication system and technology, information technology and application ability, food process, strategy, and leadership were required further improvement by dietitians. Of present organizational culture model, human relations model and open systems model were more likely to be adopted by dietitians in middle and high schools. According to the type of foodservice management, the open systems model was more preferred by dietitians from self-operated operations rather than respondents from contracted operations. Canonical correlation analysis between TQM performance and organizational culture showed canonical correlation to be higher (canonical correlations coefficient: .66). In conclusion, TQM performance-organizational culture showed higher canonical correlation. In the organizational culture, foodservice operation is capable of improving the aims for the rational goal model and the open systems model. The results showed that TQM performance and organizational culture had significant relationship, especially positive organizational culture emphasizing on internal process and rational goal model would have influence on TQM performance of dietitians. Foodservice operation, however, should recognize importance of open and development culture to improve dietitians' TQM performance. To apply open system foodservice organization should encourage dietitian and foodservice employees to challenge and compete for the works, Moreover, organizational effort such as information exchange program and support system should be established.

• Journal of Korean Academy of Nursing Administration
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• v.21 no.2
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• pp.223-231
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• 2015

Purpose: The aim of this study was to identify the effects of organizational culture and organizational support on the innovative behavior of general hospital nurses. Methods: The participants in this study were 356 nurses, working in hospitals in Seoul, Gyeonggi and Gangwon Provinces, and Daejeon City. Data were collected from June to August, 2012. A structured questionnaire was used for data collection and data was analyzed using the SPSS/WIN program. Results: The organizational culture positively correlated with innovative behavior. The most significant predictors of innovative behavior were age, organizational support and hierarchy-oriented culture. Conclusion: These findings suggest that nurses' organizational culture and organizational support were linked to innovative behavior. Management-level workers in these hospitals should have the skills and strategies to develop nurses' innovative behavior and increases nurses' recognition of organizational support to achieve high performance through innovation.

• Journal of Family Resource Management and Policy Review
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• v.21 no.3
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• pp.1-21
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• 2017

The purpose of this study was to investigate the effect of organizational culture on professionalism. A survey was conducted with 254 family health specialists from July 30th to September 30th in 2013. The results of this study can be summarized as follows; First, three professionalism factors of healthy family specialists were verified -business administration ability, and general administration ability- and five organizational culture factors of the Family Welfare Organization were verified-group culture, development culture, rational culture, sequence culture, and regulation culture. Second, the professionalism scores for healthy family specialists were 3.41 for business practice ability, 3.43 for business administration ability, and 3.18 for general administration. The organizational culture scores for the family welfare organization were 4.08 for group culture, 3.80 for development culture, 3.67 for rational culture, 3.50 for regulation culture,and 3.06 for sequence culture. Third, Rational culture, age, gender, and education level all affected to business practice ability. Position and education level both affected to business administration ability. Monthly income, gender, and education level all affected to general administration ability. This study showed the need for increased management of organizational culture to improve the professionalism of healthy family specialists.

• The Journal of the Korea Contents Association
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• v.22 no.10
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• pp.599-614
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• 2022

The purpose of this study was to investigate the effect of organizational culture (group culture, development culture, rational culture, hierarchical culture) on job satisfaction based on the mediating effect of organizational trust on workers corporations. In particular, in the relationship between organizational culture and job satisfaction, the mediating effect of organizational trust was demonstrated, which varies by communication control variables. The results of the study of 8,615 workers in the manufacturing, financial, and non-financial industries in HCCP(Human Capital Corporate Panel) are as follows. First of all, the result of research showed that rational culture, group culture, development culture among organizational culture had a positive effect on job satisfaction. But, the hierarchical culture had a negative influence on job satisfaction. Second, rational culture, group culture, development culture among organization culture had a positive effect on organizational trust. But, hierarchical culture had a negative influence on organizational trust. Third, in the relationship between organizational culture and job satisfaction, the partial mediating effect of organizational trust was verified. In other words, although organizational culture directly affects job satisfaction, it indirectly affects job satisfaction through organizational trust. Fourth, it showed a significant moderating effect of communication between organization trust and job satisfaction. In other words, it was found that the group with high organizational trust in the relationship between organizational trust and job satisfaction had higher job satisfaction than the group without it. Finally, in the relationship between organizational culture and job satisfaction, the mediating effect of organizational trust was demonstrated, which varies by communication control variables. In other words, the indirect effect of organizational culture on job satisfaction through organizational trust is higher in the group with high communication capabilities. Through discussion and conclusion, the academic and practical implications, limitations, and research directions of this study were presented.

• Korean Journal of Occupational Health Nursing
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• v.26 no.4
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• pp.236-246
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• 2017

Purpose: This study aimed to investigate the relationships among job characteristics, knowledge sharing, organizational culture, and organizational commitment in occupational health nurses (OHN) and clinical nurses (CN) to identify factors that might influence organizational commitment. It aimed to contribute to the improvement of knowledge management in health care organizations, including industrial workplaces and hospitals. Methods: A convenience sample of 188 nurses, specifically 100 OHN and 88 CN, was selected. Data were analyzed with descriptive statistics, t-tests, correlation coefficients, and multiple regression analysis. Results: OHNs had a significantly higher education level and current work experience; higher proportion of participants with contract employment status, day work shift, less turnover experience, good lifestyle; and higher scores on organizational culture ($3.3{\pm}0.61$) and organizational commitment ($3.1{\pm}0.60$). Additionally, the correlations among organizational commitment, job characteristics, knowledge sharing, and organizational culture ware higher (r=.38~.57) among OHNs as compared to those among CNs. Further, the organizational commitment of OHNs was significantly influenced by knowledge sharing, organizational culture, working hours, and salary ($R^2=.32$), while that of CNs was influenced by organizational culture and life event stress ($R^2=.11$). Conclusion: There is a need to develop measures to enable nurses to contribute to the improvement of knowledge management in health care organizations as major human resources, by including interventions for the major factors leading to between-group differences in organizational performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.1
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• pp.135-142
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• 2013

This study examined the mediating effects of job satisfaction on the relationship between organizational culture and organizational citizenship behavior in social welfare organizations. For the research, organizational culture was measured by Kimberly & Quinn's competing value model. This study analyzed 260 social workers by survey. The multiple regression model proposed by Baron & Kenny and sobel test were used. The results of this study were summarized as follows: Descriptive statistics showed that social workers perceived the level of organizational culture, job satisfaction, and organizational citizenship behavior had a higher than medium. By using a regression, organizational culture and job satisfaction have a positive effects on the organizational citizenship behavior. Especially, there is a mediating effect of job satisfaction in association with organizational culture and organizational citizenship behavior. This study finally discussed theoretical implications for future study and practical implications for organizational culture and job satisfaction strategies on the results.

• Journal of Digital Convergence
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• v.18 no.11
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• pp.111-121
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• 2020

This study was intended to analyze the effects of Organizational Culture on manufacturing(automobile) employees' Organizational Trust and Organizational Commitment. A proposed model based on previous research was empirically tested via structural equation modeling by AMOS using 362 valid samples collected from current employees of G-automobile Enterprises in Chang Won. The results of the empirical analysis are summarized as follows. First, Organizational Culture had a partially direct impact on Organizational Commitment. Second, Organizational Culture had a partially direct impact on Organizational Trust. Third, Organizational Trust had direct impact on Organizational Commitment. It has been confirmed that Organizational Trust has a partial mediation effect(full mediation effect) in the process of Organizational Culture and Organizational Commitment. This study showed similar results as other previous studies.

• Korea Journal of Hospital Management
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• v.20 no.1
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• pp.1-12
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• 2015

This study aims to examine the effect of a change of leadership on internal environment and organization effectiveness and suggest measures on effective organizational management by analyzing a change of leadership before and after 2nd generation management. There was analysis of a difference of leadership type, organizational structure, organizational culture, management resources, job satisfaction, and organizational commitment between the period of the founders and the period of 2nd generation successors by collecting data from employees of 6 hospitals in Seoul. Also there was analysis of the effect of a change of leadership on internal environment and organizational effectiveness. According to the analysis, it was demonstrated that the factor affecting job satisfaction during the period of the founder was complexity of organizational structure, and there were no factors affecting organizational commitment. In contrast, during the period of the 2nd generation successors, it was revealed that transformational leadership, centralism of organizational structure, and human resources of management resources affect job satisfaction, and transformational leadership, complexity of organizational structure, hierarchical culture of organizational culture, and human resources of management resources affect organizational commitment. Further, after the succession from the founders to 2nd generation successors, as transformational leadership increased, job satisfaction rose, and as developmental culture was reinforced and human resources increased, organizational commitment was heightened. Furthermore, as transformational leadership increased and developmental culture was reinforced, organizational commitment was heightened. Namely, as transformational leadership was reinforced resulting from the succession to 2nd generation, employees' job satisfaction and organizational commitment increased, with circumstances aiming for the actual change.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.12
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• pp.6173-6185
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• 2013

This study examined the relationship between the type of organizational culture and organizational commitment, job satisfaction as well as the moderate effects of shared leadership on the relationship among the organizational culture, organizational commitment, and job satisfaction at a world leading steel company 'P'. The results showed that the consensus culture and rational culture positively affect the organizational commitment, and that the developmental culture, consensus culture and rational culture positively affected the job satisfaction. The results also revealed the meaningful moderate effects of the shared leadership on the relationship between the development culture, consensus culture and job satisfaction. The suggestions were made accordingly to propose the directions to improve the organizational performance of the company that is in global competition.

• Korean Security Journal
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• no.29
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• pp.59-86
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• 2011

The purpose of this study is to investigate the relationship between organizational culture, organizational trust and organizational performance of special guard organization. This study had selected special guards from 4 different private guard companies which are in Seoul area on March 2011. Using Judgement Sampling, 161 samples were drawn for the use of final analysis. Questionnaire used in this study was consisted of the total 42 question, and executed frequency analysis, factor analysis, reliability analysis, correlation analysis, multiple regression analysis, path analysis by SPSSWIN 18.0. The Cronbach's ${\alpha}$ value which represents the reliability of the survey came out to be over .592. The results are following: First, the organizational culture of special guard organization affects organizational trust. That is, when a developmental, reasonable, consensual and hierarchical culture is activated, cognitive emotional and behavioral trust is increased. Second, organizational culture of special guard organization affects organizational performance. That is, when a reasonable and consensual culture is activated, job-satisfaction becomes higher. On the other hand, when a developmental, reasonable and hierarchical culture is activated, organizational flow becomes higher. Third, organizational trust of special guard organization affects organizational performance. That is, when a cognitive emotional and behavioral trust works highly, job-satisfaction and organizational flow is increased. Fourth, Special security organization's organizational culture affects as a result in organization result. As well as organizational culture exerts direct influence on organization outcome, I exert effect that is indirect in organization outcome through action trust which is low rank factor of organization trust.