• The Korean Journal of Health Service Management
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• v.12 no.1
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• pp.57-67
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• 2018

Objectives : The purpose of this study was to examine the effect of nurses' resilience, job satisfaction, and social support on organizational commitment. Methods : The data were collected from August 25, 2017 to September 5, 2017 by distributing a questionnaire to 195 nurses. The measures in this study included resilience, job satisfaction, social support, and organizational commitment. The data were analyzed using descriptive statistics, t-tests, ANOVAs, Pearson's correlation coefficients, and a hierarchical multiple linear regression using the SPSS/WIN 21.0 program. Results : There were significant correlations among resilience, job satisfaction, social support, and organizational commitment. The factors that significantly influenced nurses' organizational commitment were job satisfaction (${\beta}=0.599$, p<.001), type of work (${\beta}=0.190$, p=.007), and pay satisfaction (${\beta}=0.170$, p=.002). Conclusions : In order to increase organizational commitment, it is necessary to create a systematic program that enhances nurses' job satisfaction with their type of work and pay satisfaction.

• Journal of the Korean Operations Research and Management Science Society
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• v.16 no.2
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• pp.109-109
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• 1991

We have recognized that an organization should be viewed from a multifaceted perspective necessitating a sophisticated analytical and systematic approach to monitor and improve organizational performance. Although some performance measurement systems have been proposed and are currently being used in many organizations, no performance measurement system has presented a mechanism for integrating all of the information of performance measures in a way that considers relationships between them. This paper introduces the implementation of the performance information integration method(PIIM) which synthesizes all useful information of performance measures with consideration of the relationship and generates a single, global, organizational performance score. The PIIM was empirically validated by implementing in one of Missouri Veterans Homes

• Korean Journal of Child Studies
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• v.31 no.2
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• pp.69-83
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• 2010

This study was a comparative investigation of the influence of demographic variables and teacher's empowerment on organizational effectiveness in public and private kindergartens. The subjects were 303 teachers at either public or private kindergartens. The measures used for this study were questionnaires, the SPES(School Participant Empowerment Scale) and the Organizational Effectiveness Scale. The survey used in this study and data were analyzed by means of a t-test, Pearson's correlation, and multiple regression analyses. The results showed that teachers in public kindergartens had higher scores in terms of both empowerment and organizational effectiveness than teachers in private kindergartens. Empowerment was seen to be an influential factor in measuring teacher's organizational effectiveness.

• Health Policy and Management
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• v.13 no.3
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• pp.71-90
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• 2003

The purpose of this study is to investigate the impacts of distributive and procedural justice on job satisfaction, professional commitment and organizational commitment among hospital physicians. The sample of this study consisted of 185 physicians from 8 general hospitals located in Metropolitan area and Youngnam area in Korea. Data were collected using self-administered questionnaires with the response rate of 40.2% and analyzed using hierarchical regression technique. The results of this study showed that procedural justice had a direct impact on job satisfaction, professional commitment and organizational commitment among hospital physicians, whereas distributive justice had no significant impact. The results imply that hospital administrators should take measures to establish procedural justice to increase job satisfaction, professional commitment and organizational commitment among hospital physicians.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.9 no.8
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• pp.3216-3230
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• 2015

A hot-issued research topic in the workflow intelligence arena is the emerging topic of "workflow-supported organizational social networks." These specialized social networks have been proposed to primarily represent the process-driven work-sharing and work-collaborating relationships among the workflow-performers fulfilling a series of workflow-related operations in a workflow-supported organization. We can discover those organizational social networks, and visualize its analysis results as organizational knowledge. In this paper, we are particularly interested in how to visualize the degrees of closeness centralities among workflow-performers by proposing a graphical representation schema based on the Graph Markup Language, which is named to ccWSSN-GraphML. Additionally, we expatiate on the functional expansion of the closeness centralization formulas so as for the visualization framework to handle a group of workflow procedures (or a workflow package) with organizational workflow-performers.

• Korea Journal of Hospital Management
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• v.17 no.3
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• pp.1-22
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• 2012

The purpose of this study is to analyze the mediating effect of informatization level between characteristics of introducing information system and organizational performance in hospital settings, and to provide suggestions to improve the performance level of strategic information system of hospitals. In order to achieve study purpose, a causal path model was developed and empirically tested. Data were collected from 746 managers of 92 hospitals keeping information system in Busan, Ulsan and Kyungnam Province using self-administered structured questionnaire. Major results of this study were as follows; The results of the path analysis showed that organizational characteristics variables except informatization strength within health industry had significant effects on informatization level, and had indirect effects on organizational performance mediated by informatization level. On the other hand, informatization level, especially revelation capability among informatization level variables, was found to have significant direct effect on organizational performance. These results of empirical test imply that informatization level variables are both important affecting factors on organizational performance and mediating factors between organizational characteristics and organizational performance. Therefore, in order to increase organizational performance, measures improving informatization level should be developed and carried out continuously. And, especially, focusing on building and strengthening revelation capability is crucial to those efforts.

• Journal of Fisheries and Marine Sciences Education
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• v.25 no.1
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• pp.246-259
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• 2013

The principal purpose of this study is to analyze school organizational culture in secondary school in Busan. This study measures background variables such as gender, teaching experience, classification of school, grade of school, and scale of school. The results of the study are as follows : First, to see the difference on the perception of organizational culture depending on gender, female teachers have a stronger sense of professionalism, community spirit and consideration than male teachers. Second, to see the difference on the perception of organizational culture in terms of teaching experience, teachers who have more than 21 years of teaching experience have a more positive perception on decision-making and consideration than those who have 11~20 years of teaching experience. Third, to see the difference on the perception of organizational culture according to classification of school, public schools have a more positive perception on every item such as professionalism, decision-making, community spirit, and consideration than private school. Fourth, to see the difference on the perception of organizational culture in terms of classification of schools, secondary schools have a more positive perception on professionalism and community spirit than high schools. Lastly, as it is seen in the difference on the perception of organizational culture depending on scale of school, schools which have 13~35 classes have a more positive perception on professionalism than others.

• 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.

• International journal of advanced smart convergence
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• v.9 no.1
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

• 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.