• Journal of the Korea Society of Computer and Information
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• v.22 no.10
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• pp.167-177
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• 2017

In this paper, we propose the role of job crafting in the relationship between leadership and organizational effectiveness in voluntarily carrying out each member's assigned tasks. This study surveyed the manufacturing, construction, service industries in Seoul and Gyeonggi province, identified the type of leadership they recognized, and empirically analyzed the organizational effectiveness of leadership. The purpose of this paper is to grasp the types of leadership acknowledged by the industry of manufacturing, construction, and service, and also to empirically analyze the organizational effectiveness of the leadership. The study measures the organizational effectiveness in terms of the job satisfaction, organizational commitment, and organizational citizenship behavior while classifying the leadership into coaching leadership, transformational leadership, and sensible leadership. In addition, the strictness of the analysis is imposed by estimating the simple least square model and ranking probit model. The results of the least square model is summarized as the following. Regardless of the different defining terms of organizational effectiveness, transformational leadership was shown to have the greatest organizational effectiveness. Sensible leadership positively effected job satisfaction whereas coaching leadership positively effected job satisfaction and organizational effectiveness. Compared to transformational leadership and coaching leadership, the impact of the sensible leadership was very much limited. The result of the ranking probit model is summarized as the following. First, sensible leadership had a positive impact on the member's job satisfaction and organizational commitment. Second, regarding the organizational citizenship behavior, coaching leadership showed greater impact than transformational leadership. This results contradicts the results from the simple least square model. If similar studies were to be conducted in the future, two models and the results must be compared. Third, as the leadership score increases by 1 point, there is greater possibility of having more than 4 points for all job satisfaction, organizational commitment, organizational citizenship behavior. Lastly, the analysis proves that job crafting has the mediation effect between the leadership and organizational effectiveness.

• 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.

• IE interfaces
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• v.11 no.3
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• pp.41-53
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• 1998

Several performance measurement systems have been proposed and are currently being used in many organizations. However, no performance measurement system has presented a mechanism for integrating all of the information of performance measures in a way that considers the relationships between them. This paper proposes the performance information integration method (PIIM) which synthesizes all useful information of performance measures with consideration of the relationships and generates a single, global, organizational performance score. The PIIM showed good performance in the implementation in one long-term care facility. This paper provides performance measurement systems with an integration mechanism for multiple performance measures.

• Health Policy and Management
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• v.20 no.3
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• pp.73-103
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• 2010

This study aims to explore how the transformational leadership (consisting of three factors"charisma, individualized consideration, and intellectual stimulation) and the organizational culture (typified by developmental, rational, consensual, and hierarchical culture) are related to the organizational effectiveness (consisting of job satisfaction, organizational commitment, and intention to leave a job) of dental clinics. We found the following empirical results through a survey of 378 persons who work in dental clinics. Firstly, the respondents acknowledged charismatic leadership as the typical type of leadership ; as for organizational culture, a culture of consensus is recognized as the representative type. Secondly, transformational leadership has different effects according to the type of organizational culture: a positive influence in developmental and rational cultures, but a negative influence in consensual and hierarchical cultures. Thirdly, developmental culture has proven to be the most suitable for increasing job satisfaction and organizational commitment. The developmental, rational, and consensual cultures have all contributed to reducing intention to leave among clinic staff, whereas in the hierarchical culture, intention has been elevated. Fourthly, transformational leadership has a positive effect on the job satisfaction and organizational commitment; the intent to leave has been lessened under individualized consideration and charismatic leadership, but has been increased under leadership of intellectual stimulation. Fifthly, it is consideration and charisma that help to increase organizational effectiveness. These influences will become more effective through a developmental culture. Based on the above empirical results, we propose practical measures to improve the organizational effectiveness of clinics, in particular dental clinics. In order to build developmental culture, the doctor (manager) should produce an atmosphere in the clinic in which staff members are able to create and jointly own ideas and then promote awareness of staff participation. Additionally, in order to bring leadership of charisma and consideration into full play, the doctor should shape a relationship of mutual trust mainly by recognizing and praising the work of clinic staff. Finally, the doctor needs to acknowledge that organizational effectiveness can be significantly improved by increasing the transparency of the business.

• Korea Journal of Hospital Management
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• v.23 no.3
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• pp.63-71
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• 2018

The purpose of this study is to explore how the organizational structure of hospitals affects the pattern of conflicts between human resources at hospitals and then to present basic data necessary for conflict resolution. Research data were collected from the personnel of 14 hospitals in P city in Korea. The findings of the study are summed up as follows. First, administrative workers and with fewer years of service thought of the organizational structure as organic. Second, organizational conflict was found to be higher in those at older ages, with more years of service and in middle management positions. Next, as for conflict patterns between occupation types, nurses showed more conflicts with doctors and administrative workers, while administrative workers and public health personnel had more conflicts with nurses. Last, of the organizational structure factors, 'Subdivision of work,' 'Decision making method,' 'Opinion collection process,' 'Codification of responsibilities and rights' and 'Documentation of duties' were found to have negative effects on conflict patterns. Therefore, the findings imply that for decrease in organizational conflicts, hospitals need to be reorganized to have a more organic structure and take such differentiated measures for conflict resolution that consider characteristics of human resources, such as one's age, years of service and position.

• International Journal of Advanced Culture Technology
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• v.12 no.2
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• pp.144-150
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• 2024

There is no prior research on organizational commitment and supervision for social welfare public officials in charge of public-private cooperation in public welfare fields. Therefore we are designed to determine the impact of social welfare public officials' public-private cooperation awareness on organizational commitment to verify the moderating effect of supervision on the effect between public-private cooperation awareness and organizational commitment. The analysis data is 242 questionnaires collected from Incheon public health and welfare officials visiting towns, villages, and villages in 10 counties. Using the SPSS 22.0 program, descriptive statistics and relationships between variables were analyzed, regression analysis was performed to analyze the influence between variables, and hierarchical regression analysis was performed to verify supervision control. As a result of the study, it was confirmed that the perception of public-private cooperation affects organizational commitment, interacts with supervision satisfaction, and has a moderating effect. Based on this, in order to improve the organizational commitment of social welfare public officials during public-private cooperation work, specific measures were proposed for sharing awareness and understanding between the public and private sectors, establishing an official system, and establishing a supervision system.

• Korean Journal of Construction Engineering and Management
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• v.16 no.1
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• pp.92-100
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• 2015

This study proposes measures to improve management performance of construction projects by re-designing the organizational structures of the Regional Construction Management Administrations of the Ministry of Land, Infrastructure and Transport. The re-designing measures are derived based on the three measures which were established by analyses on status of the Regional Construction Management Administrations, requirements from the current organizational structure, and domestic/overseas examples; the measures are: 1) organizational integration and scope expansion, 2) structural re-organization according to construction projects, and 3) building a knowledge management structure. In order to realize the re-designing measures, sixteen tasks are derived; a milestone is established according to importance, feasibility and lead-lag relationships of these tasks. If these tasks are to be carried out successfully, the management performance of the Regional Construction Management Administrations of the Ministry of Land, Infrastructure and Transport will be expected to improve. Ultimately, the Regional Construction Management Administrations can reduce cost and improve the quality of public service by outsourcing the non-core competence tasks and by concentrating on the construction management for the new infrastructure projects.

• Journal of Navigation and Port Research
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• v.34 no.1
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• pp.83-89
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• 2010

By analyzing the data collected through surveys conducted on coast guard officers, this paper measures the level of organizational health and explores indicators of organizational health that influence organizational effectiveness. The findings of the analysis can be summarized as follows: First, the scores of all the organizational health indicators except job stress exceed average, which leads a conclusion that coast guard organizations' organizational health is in considerably good condition. Second, the indicators of organizational health included in the analyses are found to have both positive and negative effects on organizational effectiveness. While such variables as pay, co-worker relationship, job autonomy, job itself, organizational trust, job orientation influence positively, other variables including development-oriented culture, promotion system and supervision influence negatively on organizational effectiveness.

• International Journal of Computer Science & Network Security
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• v.22 no.2
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• pp.107-114
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• 2022

The main purpose of this study is to substantiate the theoretical and methodological foundations of the organizational and economic mechanism of development of the agro-industrial complex in modern conditions. Organizational and economic mechanism is presented as a complex organizational structure of the system type, which is aimed at performing specific functions, the characteristic feature of which is the constant support of process changes without which the organizational and economic mechanism can not exist. There are four components of the agro-industrial complex, represented by agriculture and the national economy, which ensure its operation, including industry, processing of agricultural products, its storage and transportation, sale and repair and maintenance of agricultural machinery and more. It is proved that the organizational and economic mechanism of development of agro-industrial complex in modern conditions it is expedient to consider: from the point of view of system and process approaches; as a set of economic levers and organizational measures to influence the agro-industrial complex; constituent components of organizational influence on the development of the complex; a set of components, elements that are integrated into the system of economic relations of the subjects of the agro-industrial complex; a set of purposeful stimulators of agro-industrial complex development. The functions of the organizational component of the mechanism of agro-industrial complex include: redistributive, planning, interaction, control, integration and regulatory functions, the functions of the economic component include consumer, investment and innovation, social, incentive, monitoring functions of the mechanism. The symbiosis of the functions of organizational and economic components ensure the effectiveness of the organizational and economic mechanism of the organizational and economic mechanism through its functionalities as a whole.

• Journal of Korean Academy of Nursing
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• v.45 no.2
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• pp.240-250
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• 2015

Purpose: The purpose of this study was to validate the Korean version of the Ethical Leadership at Work questionnaire (K-ELW) that measures RNs' perceived ethical leadership of their nurse managers. Methods: The strong validation process suggested by Benson (1998), including translation and cultural adaptation stage, structural stage, and external stage, was used. Participants were 241 RNs who reported their perceived ethical leadership using both the pre-version of K-ELW and a previously known Ethical Leadership Scale, and interactional justice of their managers, as well as their own demographics, organizational commitment and organizational citizenship behavior. Data analyses included descriptive statistics, Pearson correlation coefficients, reliability coefficients, exploratory factor analysis, and confirmatory factor analysis. SPSS 19.0 and Amos 18.0 versions were used. Results: A modified K-ELW was developed from construct validity evidence and included 31 items in 7 domains: People orientation, task responsibility fairness, relationship fairness, power sharing, concern for sustainability, ethical guidance, and integrity. Convergent validity, discriminant validity, and concurrent validity were supported according to the correlation coefficients of the 7 domains with other measures. Conclusion: The results of this study provide preliminary evidence that the modified K-ELW can be adopted in Korean nursing organizations, and reliable and valid ethical leadership scores can be expected.