• 보건의료산업학회지
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• 제4권1호
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• pp.135-149
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• 2010

The objective of this study is to investigate the influence of role conflict, childcare stress, and stress coping type on organizational commitment among female workers at hospital settings, and thus, to suggest implications for improving their productivity and quality of working life. Data were collected from 195 female employees working at a general hospital in Busan Metropolitan Area by using structured self-administered questionnaire. Among study variables, role conflict(-) and direct-positive stress coping type(+) had statistically significant effect on organizational commitment. This study results imply that role conflict, and stress coping type are crucial for managing desirable job attitude of female employees. Therefore, education and training, and consultation programme for diminishing role conflict and adopting appropriate stress coping type should be developed and utilized.

• 보건행정학회지
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• 제20권3호
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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.

• 한국병원경영학회지
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• 제8권2호
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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.

• 경영과정보연구
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• 제1권
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• pp.193-228
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• 1997

Behaviors of organizational members can be classified as two types. One is behavior required to perform formally given job. The other is a various kind of behavior taken voluntarily but not required directly and formally to perform job. The former can be called as in-job behavior while the latter can be called as extra-job behavior. Many organizational scientists so far, have focused on investigating in-job behavior. Yet, from a decade, organizational researchers have recognized that in-job behavior alone can not explain sufficiently job performance or organizational effectiveness Thus. they have paid attention to extra-job behavior, which is generally called as organizational citizenship behavior. Existing studies of organizational citizenship behavior have three types : First type is studying the concept and components of organizational citizenship behavior. Second tope is studying the determinants of organizational citizen-ship behavior and relationships with it. And third type is studying relatioships between organizational citizenship behavior and job performance. This study, therefore, have purposes as follows : Firstly, this study designs a comprehensive model in the below figure and generates inclusive hypotheses about relationships among antecedents, intermediate factors, and the components of organizational citizenship behavior. Secondly, this study investigating empirically such relationships and draws a picture of mediation roles of the intermediate variables. To design the model and generate the hypotheses, this study conducted a comprehensive literature survey on organizational citizenship behavior. To test the hypotheses, this study collected data from 847 employees at 12 large genral hospitals in Pusan area through a questionnaire survey and conducted the three step mediated regression analysis using the SAS-PC Package.

• 한국컴퓨터정보학회논문지
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• 제23권11호
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• pp.219-228
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• 2018

This study conducted to identify the impact of organizational factors on the characteristics of category management system, market orientation and collaboration orientation, in domestic retail industry, and also to identify the relationship between organizational factors and category management system's characteristics varies depending on the business type, retailer and supplier. To accomplish these research purposes, the study performed statistical analyses using a total of 94 samples. The results of the study can be summarized as follows. First, the organizational factors that affect market orientation of the category management system were found to be information technology infrastructure and organizational management system, and the organizational factors that affect collaborative orientation of the category management system were found to be partnerships and organizational management systems. Second, the relationship between market orientation and collaborative orientation of the category management system does not differ by the business type.

• 한국산학기술학회논문지
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• 제22권1호
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• pp.495-501
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• 2021

본 연구의 목적은 유아교사의 갈등관리유형이 협동적 조직문화에 미치는 영향을 알아보는데 있다. 연구대상은 중소도시 I시 유아교육기관에 재직 중인 교사 138명이다. 검사도구는 유아교사의 협동적 조직문화 및 갈등관리 유형에 대한 설문지를 사용하였다. 수집된 자료는 연구대상의 pearson의 적률상관 관계를 분석하고, 유아교사의 갈등관리 유형이 협동적 조직문화에 미치는 영향력을 알아보기 위해 단계적 회귀분석을 실시하였다. 연구결과는 첫째, 유아교사의 협동적 조직문화와 갈등관리 유형 전체는 관계가 있었다. 협동적 조직문화 전체는 특히 갈등관리 유형의 통합형과 가장 높은 관계가 있었으며, 그 다음은 타협형, 배려형, 지배형의 순서로 나타났다. 반면 회피형과는 관계가 없는 것으로 나타났다. 둘째, 유아교사의 협동적 조직문화에 미치는 갈등관리 유형의 하위요인은 통합형이 가장 높은 영향력을 지니고 그 다음은 배려형이 영향을 미치는 것으로 나타났다. 협동적 조직문화의 하위영역에서 협동적 지도성에는 통합형이 가장 높은 영향력 지니고, 그 다음은 배려형이 영향력을 지니고 있는 것으로 나타났다. 교사의 협동성, 동료지원, 학습 동반자에는 통합형이 가장 많은 영향을 미치고 있는 것으로 나타났다. 이러한 연구결과는 유아교육 현장에서 유아교사의 갈등관리에 대한 중요성을 인식시키는 계기가 되었으며, 갈등관리 유형과 협동적 조직문화에 대한 인식을 제고하게 되었다는 점에서 연구의 의의를 찾을 수 있다.

• 간호행정학회지
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• 제11권2호
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• pp.129-145
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• 2005

Purpose: This research was, by investigating the relations between the cultural types of a nursing organization in military hospital and performance, to ascertain the cultural types to be able to improve performance. Method: The date were gathered from 255 nurse officers who were in 19 military hospitals by using the self-report type of questionnaire. The period of data collection was from April 20, 2003 to July 15, 2003. 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. For data analysis the SPSS Win 12.0 program was used. Result: 1) Most of the cultural types of a nursing organization in military hospital is Relation-oriented. 2) In the relation between general the characteristics of subject and the organizational cultural type, there was a difference in the innovation-oriented, relation-oriented, hierarchy-oriented, and task-oriented culture according to nurse officers careers, hospital types, year in hospital, marital status, and unit(p<0.05). 3) In the relation between general characteristics of subject and organizational performance, there was a difference in the job satisfaction, affective commitment, transactional commitment, and normative commitment according to nurse officers careers, education, madrigal status and unit(p<0.05). 4) In the relationship between the of a military hospital were correlated with the type of each culture(p=0.00), 5) In the relation between the organizational culture type of military hospital and its performance, there was a positive correlation among job satisfaction and innovation-oriented culture, relation-oriented culture, task-oriented culture(p<0.05). And hierarchy-oriented culture showed that they had a weak negative correlation with job satisfaction(p<0.05). There was a positive correlation among affective commitment and innovation-oriented culture, relation-oriented culture, task-oriented culture(p<0.05). And hierarchy-oriented culture showed that they had a weak negative correlation with affective commitment(p<0.05). There was 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, task-oriented culture. The types to have an influence upon nurse officers' job satisfaction were relation-oriented culture and innovation-oriented culture(p=0.00). And relation-oriented culture and innovation-oriented culture were major variances for affective commitment and only relation-oriented culture was influential variance for normative commitment(p=0.00). Conclusion: The organizational culture type was found which had an influence upon nurse officers' job satisfaction and organizational commitment. These result are very significant in having showed the persons in charge of nursing administration a basic data for creation of an effective organizational culture.

• 문화기술의 융합
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• 제6권1호
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• pp.201-207
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• 2020

본 연구는 군 조직에서 변혁적 리더십, 감성리더십, 서번트 리더십이 부대유형별 특수부대, 상비부대, 향토·동원부대, GOP·해안 독립부대, 교육기관·훈련소 부대가 조직효과성(직무만족, 조직몰입, 조직시민행동)에 얼마나 영향이 있는가와 그 성과를 향상시키는 요인이 무엇인가를 규명하는데 연구의 주안을 두었다. 따라서 본 연구목적을 달성하기 위해 본 논문에서는 문헌연구와 실증연구 두 가지 연구를 활용하고자 한다. 문헌연구를 통해 연구모형 설계에 필또한, 지금까지의 주요 리더십 이론에 대한 비판적 고찰과, 신세대 장병에 대한 이해, 새로운 리더십 이론이 등장하게 된 배경과 특징 및 변혁적 리더십과 감성리더십, 서번트 리더십 이론의 주요내용(개념, 구성요인, 측정자료)과 조절변수에서 조직효과성에 대한 이론적인 고찰을 통해 실증분석을 위한 연구모형을 설정하고 가설을 검정한다. 실증연구는 변혁적 리더십과 감성리더십, 서번트 리더십이 부대유형과 조직효과성에 미치는 영향과 부대유형이 리더십 유형과 조직효과성을 조절하는지를 실증적으로 분석하는데 목적을 두고 있다.

• 한국조리학회지
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• 제13권3호
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• pp.278-292
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• 2007

This study is intended to identify how the organizational factors of hotel employees influence their job satisfaction and organizational commitment by the type of employment. Samples used for data analysis are 452 workers working for hotel companies including 276 regular employees and 176 non-regular employees. The results are as follows: first, the job satisfaction of regular employees is generally higher than that of non-regular employees. Second, the degree of affective and continuous commitment showed significant difference by the type of employment, but normative commitment did not. Third, according to the result of how job satisfaction influences organizational commitment, the job satisfaction of non-regular employees alone is not affected by the relationship of senior officers and coworkers.

• 보건의료산업학회지
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• 제12권1호
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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.