• The Journal of the Korea Contents Association
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• v.13 no.10
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• pp.495-510
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• 2013

The purpose of this study was to explore the effects of work rewards on the organizational effectiveness including mediator role of self-efficacy, and also the work rewards was divided into three categories of task rewards, organizational rewards and social rewards, organizational effectiveness into two categories of organizational commitment and job satisfaction. Research findings are follows; First, job diversity and job challenge of task rewards, payment of organizational rewards, superior support of social rewards have a positive influence on organizational commitment. Second, job diversity, job challenge and job autonomy of task rewards, superior support of social rewards have a positive influence on job satisfaction of finance public enterprise employees. Third, tested mediator role of selt-efficacy between work rewards and organizational effectiveness, and found out moderating roles between work rewards and organizational commitment, but its role between organizational rewards and job satisfaction was found only in job stability of organizational rewards. In terms of the results of this study, the theoretical and practical implications of the findings were discussed and directions for future research were presented.

• Journal of Korean Academy of Nursing Administration
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• v.3 no.2
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• pp.41-59
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• 1997

This study surveyed nurses' value of reward and recognition level of organizational reward, and measured the fit of both. It also looked into the relationship between the reward fit and attitude of nurses toward their job and organization (job involvement${\cdot}$organizational commitment). It was planned to suggest the alternative of a future reward system. The sample consisted of 625 nurses of 8 private University Hospitals. Data for this study was collected from Mar. 25 to Apr. 17 by structured questionnaire. This study examined the differences of nurses' value of reward by their demographic characteristics, and looked into the relationship between the reward fit and job involvement${\cdot}$organizational commitment. Four instruments and a demographic questionnair were used to collect the data. Developed for myself and repaired by panel of judges, the value of reward scale and organizational reward scale consisted of 34 items on five points Likert-type scale. Developed by Kanungo and repaired by panel of judges, the job involvement scale measured overall job involvement on 7 items. The organizational commitment scale was developed by Mowday et al and repaired by panel of judges on 10 items. The data was analyzed by frequency, percentage, ranking, one-way ANOVA, Pearson's correlation coefficient, Chronbach alpha coefficient, t-test, SNK test, factor analysis with SPSS/PC+ progra,.Major findings are as follows 1. The mean of nurses' value of reward is 4.2435 and job content rewards are seen as the most important(M=4.5532). The following orders are seen as follows; financial rewards(M=4.4181), human realtion rewards(M=4.4130), establishment ${\cdot}$ facilities rewards(M=4.1632), professional rewards(M=4.1117), social status or prestige rewards(M=3.9228), career rewards(M=3.8816). Of 34 indivisual reward factors, the retainment allowance is seen to be thought of as the most important thing. 2. The mean of nurses' actual reward is 2.6035. The actual reward responded to the most extremely offered is job content rewards. The following orders are seen as follows ; human relation rewards(M=2.9420), financial rewards(M=2.7682), professional rewards(M=2.4601), social status or prestige rewards(M=2.3696), career rewards(M=2.3466), establishment ${\cdot}$ facilities rewards(M=1.9364). Of 34 indivisual reward factors, medical insurance benefits are felt to be most extremely offered. 3. The mean of fit of reward is -1.6874 and that means actual reward doesn't egual the value of the reward. What is offered mostly to nurses' value of reward is human relation rewards. The following orders are seen as follows; job content rewards(M=-1.5938), career rewards(M=-1.6381), social status of prestige rewards(M=-1.6382), financial rewards(M=-1.6836), professional rewards(M=-1.6854), establishment${\cdot}$facilities rewards(M=-2.3130). Of 34 indivisual factors, the item of fered most closely to nurses' value of reward is seen as the participation in educational programs at the nursing department of the hospital. 4. The mean of nurses' job involvement is 3.1987 and SD is 0.5667. 5. The mean of murses' organizational commitment is 2.9348 and SD is 0.6124, that is seen as a little lower than job involvement. 6. Significant value of reward differences were found among nurses by their demographic characteristics such as married status, tenure, academic career. 7. The fit of reward was significant related to job involvement and organizational commitment. When generalizing the result of this study, the value of reward, which nurses consider important and appropriate offers a reward that corresponds to the nurses' value of reward. This increases nurses' job and organization devotion further, as well as hospital effectiveness. It appears that nurses have recognized that the present reward offered in hospitals doesn't come up to their expectations so I think it is urgent to plan and perform the new reward system which is in accord with the nurses' reward fit.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.589-598
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• 2020

The study examines the impact of organizational rewards, procedure justice, and perceived supervisor support on perceived organizational support, and examine the impact of perceived organizational support on affective commitment to the organization in the logistic enterprises as well. Quantitative research is applied to measure relationships by regression analysis with SPSS. The research data was collected by convenient method from 180 employees who work in different departments in the logistics industry. The study results in the model 1 found that organizational rewards, procedure justice, and perceived supervisor support have a positive relationship to the perceived organizational support. The study results in the model 2 also found that perceived organizational support has strong impact on the affective commitment to the organization. The study results contribute to both management theory and management practice. For the management theory aspect, the authors suggest that perceived organizational support should be considered the key antecedent of affective commitment about which researchers should pay more attention as a concept. Based on the research results, the authors also recommend for the management practice that managers should pay attention to the implementation of rewards, procedure justice, and supervisor support to increase the perceived organizational support and affective commitment in the logistic enterprises.

• The Korean Journal of Health Service Management
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• v.12 no.1
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• pp.35-46
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• 2018

Objectives : The purpose of this study was to present basic data on organizational changes in a Korean medicine hospital by performing organizational diagnosis and examining the job satisfaction and organizational commitment of the hospital. Methods : The subjects were a total of 218 employees in four Korean medicine hospitals, and data were collected from 1st to 25th September 2015. Using SPSS 21.0, frequency analysis, technical statistical analysis, t-test, ANOVA, Pearson's correlation analysis, and multiple regression analysis were performed. Results : The Korean medicine hospital tended to value relationships, the rewards for and attitudes towards change were low. The number of participants in this study with higher organizational diagnosis scores was high for job satisfaction and organizational commitment, and there was a strong positive correlation. It was seen that rewards, relationship, helpful mechanisms, and leadership among organizational diagnosis areas had an effect on job satisfaction, and helpful mechanisms, purposes, and leadership had an effect on organizational commitment. Conclusions : These findings will be useful because policies, research, and education are needed to facilitate organizational changes in Korean medicine hospitals.

• Korea Journal of Hospital Management
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• v.18 no.2
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• pp.104-126
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• 2013

The goal of the study is to find what managerial characteristics affect the community spirit and participation of medical and psychiatric social workers. To do this, managerial characteristics were divided into organizational structure and culture as well as job satisfaction. As a result of an empirical study, while Herzberg's motivators or mental rewards, such as autonomy, sense of accomplishment, and sense of respect, improved the levels of community spirit and participation, Herzberg's hygiene factors or economic rewards did not have any relationship with them statistically. This means that mental rewards equivalent to those of other professions in hospitals will improve the professional identity and activities of social workers, who are working with diverse professions in hospitals. On the other hand, organizational structure and culture were not significant statistically.

• Journal of Information Technology Services
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• v.9 no.1
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• pp.73-90
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• 2010

Up to now, a shortage of SW staff has been a threat to providing satisfactory SW services in Korea. Therefore, it is necessary for us to understand factors that satisfy SW personnel and then retain them not to leave their current job positions. Hereafter, we examine whether SW manpower's job satisfaction fully mediates or partially mediates the relationship between the drivers of turnover intention such as satisfaction on IT education, job fitness, fairness of rewards and organizational moods and turnover intention. Using survey data from 745 SW staffs, we found that all antecedents except for satisfaction on IT education have significant impacts on job satisfaction as well as verified that the job satisfaction partially or fully mediates the relationships between job fitness, fairness of reward and organizational moods and turnover intention. Based on our findings, our results allowed us to provide a deeper understanding of the forces on turnover intention by examining the role of mediating effect on job satisfaction.

• Korea Journal of Hospital Management
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• v.8 no.2
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• pp.24-48
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• 2003

It is important how the leader leads the organizational members with leadership appropriate to environment changes as the leader has great influence on the management of hospital organization. These data were collected from the questionnaire surveyed, from February 14 through February 28, 2003, to 218 people among those in the field of doctorship, management administration, nursing, technology, medical engineering, management engineering, and general affairs, working for three hospitals under S medical foundation in Pusan. The principal findings of this research are as below : 1. Type of leadership and job satisfaction had positive correlation in terms of both transformational and transactional leadership, with former having more relation than the latter. 2. Type of leadership and organizational commitment had positive correlation in terms of intellectual stimulus and situational rewards, having little relation statistically. 3. Type of leadership and turnover intentions had negative correlation only in individual consideration, situational rewards, and exceptional management, showing that transactional leadership had more relation than transformational leadership. 4. In terms of leadership and its effect on the organizational performance and turnover intentions, transformational leadership had more correlation than transactional leadership. But transactional leadership also turned out to have effect on organizational performance. When transformational leadership used, turnover intentions were lower than when transactional leadership used. However, both transformational and transactional leadership had negative correlation to turnover intentions. 5. Effect that type of leadership according to job classification, status, age, and academic career has on organizational performance and turnover intentions was differed by those factors; especially, in the occupation of doctor, both transformational and transactional leadership had positive correlation to turnover intentions. 6. Regression analysis on the factors of organizational performance and turnover intentions showed that higher age had positive correlation to the organizational performance in terms of socio-demographical features and that the more leadership was used for charismatic and situational rewards and the less leadership was used for intellectual stimuli, the higher organizational performance was likely. In short, hospital operators and managers should examine each manager's qualification, type, and style of leadership in the hospital organization, and they must develop lasting programs for effective education and training for developing characteristics of leadership are in needed to have managers with appropriate managerial mind to respective post and status. It should be kept in mind that manager's leadership especially has great effect on members' goal-setting, goal-achievement, organizational performance, and turnover intentions as it is a decisive factor of organizational members' attitude and motivation.

• Information Systems Review
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• v.12 no.1
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• pp.81-105
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• 2010

This research explores the role of personal performance expectation, task-technology fit, perceived rewards, shared vision, usefulness of knowledge sharing, top management support, organization culture, organizational commitment, KMS self-efficacy as antecedents which affect knowledge sharing activity as a consequence and investigates relationships among variables considering characteristics. The results show that members' perceived personal performance expectation, task-technology fit, perceived rewards, shared vision, usefulness of knowledge sharing, top management support, organization culture, organizational commitment, KMS self-efficacy has a positive effect perspectively on knowledge sharing in a organization. Especially, the fact that perceived members' task-technology fit, perceived rewards, usefulness of knowledge sharing is more important than other variables was confirmed. The results of this study, knowledge-sharing activities of the enterprise, members of the organization's business strategy for the activation process is expected to help.

• 한국항공운항학회:학술대회논문집
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• 2007.12a
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• pp.13-17
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• 2007

• Journal of Korean Academy of Nursing Administration
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• v.7 no.1
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• pp.145-163
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• 2001

The purpose of this research is to identify antecedent variables and outcome variables of the empowerment in clinical nurses, and to suggest managerial strategies for increasing their empowerment. Data were collected from October 12 to 18, 2000 through questionnarie taken by 566 nurses in 3 general hospitals. The 5 structured instruments were used for collecting the data : Spreitzer's Items Measuring Empowerment, Bass's Multifactor Leadership Questionnaire-1, Moorman's Equity of rewards scale, Mobley's turnover intention scale, and the Organizational Commitment Scale developed by Mowday, Porter & Steers. The data obtained were analyzed using frequency, percentage, mean, standard deviation, t-test, one-way ANOVA, Scheffe' test, Pearson's Correlation Coefficients, Factor Analysis, Cronbach's alpha Coefficients, Multiple Regression. The results were as follows; 1. Head nurse's transformational leadership showed an positive correlation with empowerment(r=.304, p=.00). Regression coefficient between transformational leadership and empowerment was significant(${\beta}=.326$, p=.00), However, there was no a correlation between equity of rewards and empowerment. 2. The general characteristics of nurses were significant differences with empowerment. As for position, age, working experience, and education background showed significant difference with empowerment(F=10.979, 11.224, 6.812, 5.411, p<.01). 3. Empowerment showed a positive correlation with organizational commitment and a negative correlation with turnover intention (r=.387, -.274, p=.00). Regression coefficient between empowerment and organization commitment was significant(${\beta}=.365$, p=.00). In conclusion, the more head nurse took the transformational leadership, the higher nurses perceived empowerment. The higher their empowerment level, the higher organizational commitment they perceived. On the contrary, the higher their empowerment level, the lower their turnover intention. Therefore, in order to increase nurses' organization commitment and decrease their turnover intention, their empowerment should be increase. And it is necessary to develop the transformational leadership of head nurses so as to increase empowerment.