• Land and Housing Review
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• v.9 no.1
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• pp.11-18
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• 2018

This study aims to empirically verify the impacts of job autonomy, job feedback and job manualization on the job satisfaction of the non-regular employees in a public corporation. For the empirical analysis, 163 non-regular employees(valid respondents) have been surveyed who are working in a public corporation. And the multiple regression analysis was used to statistically test the research hypotheses. The independent variables are 'job autonomy', 'job feedback', and 'job manualization'. The dependent variable is 'job satisfaction'. The results are as follows. The effects of 'job autonomy → job satisfaction(β=0.182, t=2.664, p<0.01)', 'job feedback → job satisfaction(β=0.208, t=2.927, p<0.01)' and 'job manualization → job satisfaction(β=0.397, t=5.785, p<0.01)' are all shown positive. Therefore, all the proposed hypotheses are accepted. From this result, we can get some lessons for the organizational management especially for the non-regular employees' job satisfaction. If you recognize that the non-regular workers are also valuable human resources for the company, it can be expected that strengthening the internal motivation of the employees through job enrichment such as autonomy, feedback, and manualization can positively influence the effectiveness of the organization.

• The Journal of the Korea Contents Association
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• v.11 no.5
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• pp.328-337
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• 2011

For certify job characteristic affecting attitude of employee, this study is to examine the relationship between core job characteristics(skill variety, task identity, task significance, autonomy, feedback) and attitude(job satisfaction, organizational commitment, turnover intention) of small business from a 'human resource management' point of view. Concretely, it is confirmed whether how influence of ore job characteristics on attitude and whether there is a moderating effect of growth needs of strength between core job characteristics and attitude of small business. The results of regression analysis using 315 domestic employees are as followings. First, it is confirmed that the skill variety and task significance has influence on job satisfaction positively, skill variety and feedback has influence on organizational commitment positively, and skill variety and feedback has influence on turnover intention negatively. Second, there is moderating effect only the relationship between task significance and turnover intention. On the basis of these study results, it suggested strategic implications to job design and business strategy for heightening attitude of small business employees.

• Korean journal of food and cookery science
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• v.32 no.6
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• pp.745-753
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• 2016

Purpose: This study was conducted to provide basic data for human resources management of hospital foodservice employees by determining their job characteristics, job satisfaction, and organizational commitment according to recent hospital environment changes. Methods: Our survey was administered to 248 hospital foodservice employees in Busan area from September 1 to September 25, 2014. A total of 158 questionnaires were used for final analysis. Results: The mean score of job characteristics showed significantly difference by work experience (p<0.001), annual salary (p<0.01), and cooking certification (p<0.05). Job satisfaction had significantly difference by the age (p<0.05), annual salary (p<0.001), and turnover intention (p<0.001). Organizational commitment showed significantly (p<0.001) difference by age, work experience, and annual salary. There was positive correlation (p<0.001) between organizational commitment and job characteristics, job satisfaction. Organizational commitment had significantly positive correlation with skill variety (p<0.001), feedback (p<0.01), and task significance (p<0.001) of job characteristics, with work (p<0.001), pay (p<0.001), and co-workers (p<0.001) of job satisfaction. Job characteristics (${\beta}=0.249$, p<0.001) and job satisfaction (${\beta}=0.380$, p<0.001) had positive influences on the organizational commitment(p<0.001). In sub factors of job satisfaction, work (${\beta}=0.291$, p<0.001) and pay (${\beta}=0.252$, p<0.01) had positive influences on organizational commitment. Conclusion: To develop the organizational commitment, hospital managers need to reinforce responsibility and fulfillment by job enrichment and to consider increasing salaries to get a higher satisfaction from foodservice employees.

• Journal of Korea Technology Innovation Society
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• v.21 no.3
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• pp.969-991
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• 2018

The aim of this study lies on verifying the mediation effect of organizational justice in the relationship between R&D personnel's job characteristics and organizational performance within their Government-sponsored research institute. For this, a survey was conducted on 362 R&D personnel members from 25 state-sponsored research institutes under National Research Council of Science & Technology, and then, a multiple regression analysis was used to seek any possible relationship. As a result, job characteristics such as autonomy and feedback were found to have positive (+) influence on organizational commitment. In addition, the result of the mediation effect of organizational justice indicated that the impact was made only by autonomy. This study finds its significance in the fact that it revealed the relationship between job characteristics and job satisfaction among R&D personnel in state-sponsored research institutes who have rarely been the source of objectives in related studies, and that it revealed organizational justice mediated the relationship.

• Journal of the Korean Dietetic Association
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• v.3 no.1
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• pp.9-22
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• 1997

Purposes of the study were to : (a) measure the levels of job satisfaction, (b) investigate the degree of job characteristics, (c) determine the levels of organizational commitment, (d) investigate relationships between demographic variables and job satisfaction, and (e) examine the relationship between organizational commitment, job characteristics and job satisfaction. Questionnaire was developed and mailed to 300 dietitians who are currently working in school, hospital and industry foodservices. A total of 177 questionnaires were usuable : resulting in a 59% response rate. Results of this study were summarized follows : 1. Approximately half of the respondents(46.9%) indicated that the were 26 to 30 years old. A total of 112 respondents(63.3%) were unmarried. A bachelor's degree was reported as the most common education level(46.9%) while 6.2% of the participants reported a master's degree. Years of employment in professional practices were ranged from 2 to 5. Approximately 40% of the respondents had earned over \900,000 per month. 2. Work itself of the JDI was with the highest job satisfaction mean score followed by supervision, co-workers, wage and promotion. 3. In total job satisfaction score, dietitians in school foodservices were a significant lower than dietitians in industry foodservices and hospital foodservices. 4. A significant relationship was found for demographic factors and four job facets in terms of job itself, co-workers, and promotion. 5. A work itself was the most improtant facet th the dietitian followed by wage and promotion. 6. Task identity of the JCI facets was the most prevalent job characteristics followed by variety, dealing with others, feedback and friendship. 7. Three groups of dietitians had no significant difference in total job characteristics score. 8. A group of dietitians with a higher job satisfaction score had a significant higher score in job variety and job autonomy. 9. Organizational commitment mean score with dietitians was 1.88. 10. Job satisfaction score for five facets and total job satisfaction were significantly correlated with organizational commitment score.11. Job charateristics with job variety, job autonomy, feedback, task identity, friendship were positively correlated with organizational commitment.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.12
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• pp.5578-5587
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• 2011

The purpose of this study is to confirm how keeping a educational diary in which no feedback is given in the teaching practice in kindergartens affects a teacher efficacy and the educational belief of preschool teachers-to-be as well as the organizational health of kindergartens to practice according to the way teachers feel. With this aim, the study aimed at 34 seniors at the Department of Early Childhood Education in the four-year college in Chungnam. The study conducted this experiment using the nonequivalent control group pretest-posttest design, and carried out a $x^2$ analysis and a t-test according to the data. Concerning the research results, first, keeping a educational diary of teaching practice affirmatively affected a teacher efficacy. Second, it did not significantly affect a teacher's educational belief. Third, it did not significantly affect the organizational health of the kindergarten to practice according to the ways teachers-to-be feel. This study is meaningful in that keeping a reflective journal in which feedback by a guidance teacher for practice becomes the basic proposition may be replaced with the keeping of a diary of practice at the level of practicality. This means that a teacher's sense of efficacy may improve simply by keeping a educational diary of teaching practice without feedback by a guidance teacher.

• Journal of the Korean Operations Research and Management Science Society
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• v.40 no.4
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• pp.1-18
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• 2015

This paper proposes relational capability as a main driver of constructing inter-organizational collaboration networks. Based on social network theory and relational view literature, three components of relational capability are constructed and implemented by an agent-based model. The components include organizational capability, structural capability, and trust between a partner and a focal firm. These three components are updated by two micro mechanisms: structural mechanism and relational mechanism. Structural mechanism is a feedback loop in which the relational capability increases structural capability and vice versa. Relational mechanism is a learning-by-doing process in which a focal firm experiences success or failure of collaboration and the experience increases or decreases cumulative trust in a partner firm. Result of agent-based simulation shows that a collaboration network emerges through interactions of firm's relational capabilities and the characteristics of emerged networks vary with the contribution of structural capability and trust to relational capability. Specifically, in case structural capability contributes more to relational capability, the average degree centrality and collaboration proportion increases as time passes and enters into an equilibrium state. In that case, almost every firms participated in the network collaborates each other so that the emerged network becomes highly cohesive. In case trust contributes more to relational capability, the results are reversed. In an equilibrium state, the balance of contribution between structural capability and trust makes an emerged network larger and maximizes average degree centrality of the network.

• Journal of the East Asian Society of Dietary Life
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• v.27 no.1
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• pp.88-95
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• 2017

This study investigated the effects of organizational communication upon employees' job satisfaction and turnover intent at deluxe hotels. The research model was tested with a survey administered to 310 employees, and adequate fit to the data was provided ($x^2=934.651$ (df=221), GFI=.816, NFI=.836, CFI=.869, RMSEA=.098). In the structural equation model, organizational communication (organization integration ${\beta}=.182$) showed a significant (+) influence on job satisfaction. However, personal feedback (${\beta}=-.263$), supervisory communication (${\beta}=-.260$), and organization integration (${\beta}=-.342$) had significant (-) effects on turnover intent. Employee job satisfaction (${\beta}=-.124$) had significant negative effects on employee turnover. Limitations and future research directions are also discussed.

• Journal of Digital Convergence
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• v.14 no.5
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• pp.207-215
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• 2016

The objective of this study is to examine the relevance between Job Characteristic and Organizational Effectiveness by Job Stress. The proxy variable of the Job Characteristic are skill variety, task identity, task significance, task autonomy, and task feedback. The proxy variable of Job Stress are role conflict, role ambiguity, and role overload. And the proxy variable of Organizational Effectiveness are job satisfaction, organizational commitment, and turnover intention. The sample consists of 379 data belonging to manufacturing and service industry located on Busan, Ulsan, and Gyungnam in 2015. The result of this study shows that there is difference on the relevance between Job Characteristic and Organizational Effectiveness according to the Job Stress. Therefore, it is more important to reduce the job stress to enhance the Organizational Effectiveness.

• The Journal of Information Systems
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• v.17 no.3
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• pp.205-233
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• 2008

This study suggests the dynamic value chain model, that will be able to not only show changing processes to organization's significant capital by integrating an individual, implicit, and explicit knowledge which affect organizational decision making, but also distinguish the key driver for raising organizational competitive power because it makes possible to analyze sensitivity of performance along with decision making alternatives and policy changes from dynamic view by connecting knowledge management capability, knowledge management activity, and relations with organizational performance with specific strategic map. Recently, a lot of organizations show interest in measuring and evaluating their performance synthetically. In organizations taking knowledge management, they introduce effective value chain model like a dynamic balanced scorecard (DBSC), and therefore they can reflect their knowledge management condition as well as show their changes by checking performance of established vision and strategy periodically. Furthermore, they can ask for their inner members' understanding and participation by communicating with and inspiring their members with awareness that members are one of their group, present a base of benchmarking, and offer significant information for later decision making. The BSC has been a successful framework for measuring an organization's performance in various perspectives through translating an organization's vision and strategy into an interrelated set of key performance indicators and specific actions. The BSC, while having significant strengths over traditional performance measurement methods, however, has its own limitations, due to its static nature, such as overlooking two-way causation between performance indicators and neglecting the impact of delayed feedback flowing from the adoption of new strategies or policy changes. To overcome these limitations, this study employs SD, a methodology for understanding complex systems where dynamic feedback among the interrelated system components significantly impact on the system outcomes. The SD simulation model in the form of DBSC would serve as a useful strategic teaming tool for facilitating an organization's communication process through various scenario analyses as well as predicting the dynamic behavior pattern of their key performance measures over a future time frame. For the demonstration purpose, this study applied the DBSC model to Prototype of Korea manufacturing and service firm.