• Human Ecology Research
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• v.61 no.4
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• pp.521-541
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• 2023

The purpose of this study is to demonstrate the antecedent and consequential factors of satisfaction with the flexible working system. Organizational culture was examined as an antecedent factor, while job satisfaction, work performance, organizational commitment, turnover intention, and quality of life were examined as outcome factors. The data of 2,785 public officials who used the flexible work system in the Korea Institute of Public Administration (2022) data set were analyzed using SPSS 28.0. and PROCESS macro's Model 4. The main research findings are as follows. First, organizational cultures that respect individuality and cooperation, supports management, and aims for work autonomy all positively and significantly affect satisfaction with the flexible working system. When ranking the size of influence by the type of organizational culture, work autonomy, respect for individuality, and a cooperative organizational culture had a positive impact in that order, with work autonomy being the most influential factor. In addition, the public officials' age, job preparation period, self-evaluation of workload, and overtime working hours are significant antecedents of satisfaction with the flexible work system. Second, when examining consequential factors, a high level of satisfaction with the flexible working system affects job satisfaction (+), work performance (+), organizational commitment (+), turnover intention (-), and quality of life (+). Job satisfaction was an especially valid mediator between satisfaction with the flexible working system and other consequential factors, including work performance, organizational commitment, turnover intention, and quality of life.

• International Area Studies Review
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• v.13 no.1
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• pp.219-240
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• 2009

Through the research, we found that the organizational systems of social enterprises in Europe have both properties of limited companies and stock companies in traditional organizational structures such as cooperatives, mutual companies and associations. However, social enterprises pursue interests of entire community, allowing the interested parties to join them in comparison with cooperatives. And for finance, most of the countries mainly use public fund such as national grants, but they are using more sales revenue. However, in our country the organizational systems of social enterprises have been introduced as the government and academic circles discussed expansion of social employment within a short period. So Korean enterprises tend to depend on national support rather than profitable activities for finance. Therefore, we need to develop a Korean convention or social agreement for the organizational systems of social enterprises. Furthermore, it is important for social enterprises to secure safe finance through development of social services and social cultures such as donation.

• Journal of Korean Society of Rural Planning
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• v.21 no.4
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• pp.139-155
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• 2015

This study was conducted to effectively develop rural tourism in Korea. For the purpose, tourism that can develop with local industries and cultures together was designated as life-type tourism and development models of such tourism were reviewed based on an understanding that province-oriented tourism is necessary. An analysis of three actual cases of Japan led to following results. First, life-type tourist destinations can be developed in connection with making local areas based on their special themes, can be developed in relation to their life cultures based on their peculiar life cultures and can be developed in creative forms using characteristic environment and organizational culture of those areas. In pursuing life-type tourist attractions, it will be possible to make practical development using it with those three basic models. Second, it is important to form a flow covering the entire regions based on their own special themes, to build cyclical structure of regions and tourism and tourism and industries and to create overall conditions that can help local residents get benefits and join together, in order to develop such life-type tourist destinations. Development of life-type resort tourist destinations needs roles of practical organizations that can effectively manage them, but such organizations should be dynamic and should be distant from management of money as much as possible.

• Journal of Korean Academy of Nursing Administration
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• v.8 no.3
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• pp.441-456
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• 2002

Purpose : This research is, by investigating the relations between the cultural types of a nursing organization in a hospital and performance, to ascertain the cultural types to be able to improve performance. Method : The data were gathered from 487 nurses and 328 patients who were in eight general hospitals by using the self-report type of questionnaires. The period of data collection was from August 10, 2000 to September 10, 2000. For this research, the following tools were used; the tools for measuring the organizational characteristics, organizational culture, and job satisfaction, the tool for measuring organizational commitment, and the tool for measuring patients' satisfaction. For data analysis the SPSS Win 7.5 program was used. Result : 1) There was a significant difference in the organizational culture type according to the establishment type of hospital. 2) In the relationship between organization characteristics and organizational culture of a hospital were correlated with the type of each culture(p=0.00). 3) In the relation between the organizational culture type of hospital and its performance, there was a strong positive correlation between innovation-oriented culture and job satisfaction. And relation-oriented culture and task-oriented culture showed that they had a weak positive correlation with job satisfaction(p=0.00). There were a positive correlation between affective commitment and relation-oriented, innovation-oriented cultures(p=0.00), and there were no culture type significantly related to continuance commitment and there was a weak positive correlation among normative commitment and innovation-oriented culture, relation-oriented culture(p=0.00). 4) The types to have an influence upon nurses' job satisfaction were innovation-oriented culture and relation-oriented culture. These had 34.5% of influence with job satisfaction.. The type of organizational culture did not influence continuance commitment, but it had an influence on affective commitment and normative commitment. And relation-oriented culture and innovation-oriented culture had 21% of an influence with affective commitment, and they had 9.5% of an influence with normative commitment. Conclusion : As the above mentioned research results, the organizational culture type was found which had an influence upon nurses' job satisfaction and organizational commitment and patients' satisfaction in nursing service. These results are very significant in having showed the persons in charge of nursing administration a basic data for creation of an effective organizational culture.

• Journal of Digital Convergence
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• v.14 no.5
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• pp.1-10
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• 2016

New systems and management strategies have been successfully settled in order to be linked to enhancing organizational performance internalization process. The most successful methods for internalization are training and communication strategies. However, the organization must be supported by trust and cooperation cultures for successful education and communication. In this study, we measured the degree of internalization of organized vision, and core values. And then, a successful convergence business strategy internalization plan was presented. Strengthening training plan, communication strategies and management strategies must be internalized in parallel with seeking a change of organizational culture. First, iterative learning is very effective in order to strengthen education and management strategies through talking frequently. Second, chief executive officer should pay attention to communication with employees for the internalization. Finally, in order to change the organizational culture, organizational leaders will establish strategic plan to build open and collaborative culture among colleagues and quantitative and qualitative expansion of the human network.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.2
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• pp.583-596
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• 2012

The researchers of the organizational behavior have been interested in the performances of transformational leadership in various environments and cultures. In this study, data were collected to find out the effects of professors' transformational leadership on students’ departmental identification, study engagement and organizational citizenship behavior to school. This study also tested indirect effect between transformational leadership and organizational citizenship behavior via departmental identification and study engagement. The results indicated significant direct relation between professors' transformational leadership and departmental identification, study engagement and citizenship behavior to school. But direct relation between study engagement and citizenship behavior was not found. Departmental identification was found as a mediator between transformational leadership and citizenship behavior. This study suggests that professors' transformational leadership is quite necessary for school, department and student.

• Journal of Korea Port Economic Association
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• v.33 no.3
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• pp.121-138
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• 2017

Organizational culture represents values and beliefs that members share and is a factor that influences the behavior of organizational members. Understanding organizational culture is a source of competitive advantage to increase the rate of success and efficient management of the organization. The purpose of this study is to determine the relationship between job satisfaction and the turnover intention of sailors. To achieve its purpose, the study was developed by examining the properties to be used for the demonstration and the purpose of the study, and verifying the hypothesis through empirical analysis. Empirical analysis showed that developmental, rational, and group cultures among organizational culture have a significant impact on job satisfaction. When the organizational culture has a group culture and an extrinsic factor to job satisfaction, it has a negative effect on turnover intention. This implies that the shipping company needs to foster organizational culture to feel like growing for Sailors themselves and to improve relationship and cooperation with other sailors rather than trying to control strongly. The shipping company will need to educate members and manage its organizational culture consistently for improving the organizational culture.

• Asia-pacific Journal of Multimedia Services Convergent with Art, Humanities, and Sociology
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• v.8 no.8
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• pp.1-9
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• 2018

Emotional Intelligence is the ability to recognize, facilitate, understand and control and utilize one's and other's emotions and has been researched extensively in last 20 years. Of the four domains of emotional intelligence, Emotional Regulation, the ability for one to manage and modify one's emotional reactions in order to achieve goal-directed outcomes, with its influence on authentic leadership and change oriented organizational citizenship behavior was researched by surveying 300 nurses at large metropolitan hospitals in B city in South Korea. Previous research demonstrated in relationship based and long term oriented cultures, such as Korea, Japan and Chinese cultures, ability to regulate emotions is critical component in successful social dynamics yet research the topic is minimal in Korea. Authentic leadership is a leader displaying sincerity and authentic behavior and through such, trust is gained in followers and collaboration is formed. Change oriented organizational citizenship behavior is a proactive behavior where the individual performs behaviors not included in his job functions voluntarily. The results indicate the three out of four sub domains of authentic leadership influenced positively to change oriented organizational citizenship behavior with the exception of balanced information processing. Moreover, Emotional Regulation partially mediated between authentic leadership and change oriented organizational citizenship behavior. Such results validated previous studies that indicated authentic leadership as possible antecedents of individual proactive behaviors and by examining authentic leadership and change oriented organizational citizenship behavior with emotional regulation as a mediator proved possibility as another potential antecedent of change oriented organizational citizenship behavior in hospital setting.

• Korean Journal of Culture and Social Issue
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• v.21 no.4
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• pp.617-647
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• 2015

The purposes of this study was to develop a valid scale measuring organization-related anxiety and to use this scale to examine the relation of organizational anxiety to demographic variables, job satisfaction and organizational committment. A series of studies were conducted to develop a scale for organizational anxiety. Initially, the 97 items were adopted by expert ratings. A exploratory factor analysis with a sample of 435 workers yielded a preliminary version of organizational anxiety scale with 28 items. Subsequently, a confirmatory factor analysis was conducted with a sample of 566 workers, leaving 20 items. The final version of the organizational anxiety scale consisted of 4 sub-factors: perception of future uncertainty, perception of locus of control, interpersonal anxiety, and perception of alternatives. In this study, the examined demographic characteristics included sex, age, type of occupation, type of industry, occupational position, monthly income and educational level. Organizational effectiveness was composed of job satisfaction and organizational commitment. As mediators, organizational culture, life satisfaction, self efficacy, and social support were explored. The negative relationship was observed between organizational anxiety and organizational effectiveness. The results showed the significant differences in organizational anxiety by demographic characteristics. The mediators were explored for the relationship between organizational anxiety and job satisfaction and between organizational anxiety and organizational commitment. The negative relationship between organizational anxiety and job satisfaction was mediated by the group culture, the developmental culture, the rational culture, life satisfaction, self-efficacy, and social support. Individuals with the higher level of these mediators reported greater job satisfaction even if they experienced organizational anxiety. The partial mediation effect of the group culture, the developmental culture, the rational culture, life satisfaction, and social support was observed on the negative relationship between organizational anxiety and organizational commitment. These results implies that job satisfaction and organizational commitment can be improved with the interventions on organizational cultures, self-efficacy, and social support despite the presence of organizational anxiety. Based on these results, the implication and limitations of this study and the directions for future research discussed.

• Journal of Digital Convergence
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• v.19 no.12
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• pp.183-192
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• 2021

Along with the changing times, organizational culture is also rapidly changing, and such organizational culture enables companies to secure discriminatory competitive advantage in the mid-to long-term perspective. This study aims to examine the impact of organizational culture on improving competitive advantage of enterprises by dividing organizational culture into three dimensions: development culture, rational culture, and consensus culture. To this end, a survey was conducted on small and medium-sized companies. As a whole, the rational culture, which is task-oriented and puts competition as a motivating factor, was more strongly prevalent than other organizational cultures, and in order of development culture, rational culture, and consensus culture, it affects the improvement of competitive advantage. This means that development culture and rational culture, which emphasize high-tech and productivity, are more important to improve the competitive advantage of small and medium-sized companies. In addition, the analysis of differences according to the size of employees showed that rational culture was important when the size of employees was small, but the larger the size of employees, the more important the development culture was to improve the competitive advantage of companies. Through this study, we were able to understand what organizational culture should be emphasized according to the size of small and medium enterprises.