• Journal of The Korean Society of Integrative Medicine
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• v.11 no.3
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• pp.137-145
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• 2023

Purpose : The purpose of this study was to identify the degree of work ethics of an occupational therapist and examine the correlation between work ethics and organizational commitment. In this study, we aimed to investigate the effects of occupational therapists' work ethics on organizational commitment. Through this study, we aim to determine the importance of work ethics and find a way to improve organizational commitment in occupational therapists. Methods : We conducted nationwide surveys on occupational therapists working in hospitals and other institutions from April 24, 2023 to May 30, 2023. We evaluated general characteristics, work ethics, and organizational commitment. General characteristics were analyzed using a frequency analysis. Work ethics and organizational commitment were examined using descriptive statistics. The correlation among work ethics and organizational commitment was analyzed using the Pearson correlation coefficient. Additionally, a multiple regression analysis was conducted to identify factors that affected organizational commitment. Results : The results of this study were as follows. First, the average score of work ethics was 3.32 ± .32. Second, a significant positive correlation was observed between work ethics and organizational commitment (p<.01). And as a result of the correlation between work ethics sub-factors and organizational commitment, wasted time (r=.261, p<.01), centrality of work (r=.366, p<.01), morality/ethics (r=.470, p<.01), leisure (r=.189, p<.05), delay of gratification (r=.410, p<.01), hard work (r=.437, p<.01), self-reliance (r=.233, p<.01) showed a statistically significant correlation. Third, the sub-factors of work ethics that influenced organizational commitment, including morality/ethics (𝛽=.302, p<.01), hard work (𝛽=.271, p<.01), and delay of gratification (𝛽=.205, p<.01) were identified. Conclusion : In conclusion, the results of this study underscore the importance of work ethics in influencing organizational commitment. Through this study, we recognized the importance of work ethics, which may serve as basic data to promote work ethics and improvement of organizational commitment.

• Korean Journal of Social Welfare
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• v.64 no.3
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• pp.101-126
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• 2012

The purpose of this study was to examine the influence of person-job fit on organizational deviance and mediating effects of job satisfaction and organizational commitment(affective commitment and continuance commitment) on this relationship. Data were collected from 533 employees who were working in social welfare organizations by questionnaires. The result indicated that there were significantly positive relationships between person-job fit and job satisfaction or organizational commitment(affective commitment and continuance commitment). Also, there were significantly positive relationships between job satisfaction and affective commitment or continuance commitment. In addition, job satisfaction and affective commitment were negatively related to organizational deviance, and job satisfaction is more strongly related to organizational deviance than affective commitment. It was found that job satisfaction partially mediated the relationship between person-job fit and organizational commitment(affective commitment and continuance commitment) and affective commitment partially mediated the relationship between job satisfaction and organizational deviance. It was found that the person-job fit indirectly impacts organizational deviance though job satisfaction and affective commitment. Based on these results, the implication of this study and future research tasks were discussed.

• The Korean Journal of Health Service Management
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• v.8 no.3
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• pp.75-87
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• 2014

The purpose of this study was to identify job satisfaction and organizational commitment depends on their organizational cultures. A survey, including the Organizational Culture Scale, Job Satisfaction Scale and Organizational Commitment Scale, was administered to 276 nurses working at 4 small to medium sized hospitals in B city. The dominant organizational culture of nursing organization was relation-oriented culture. The mean score of job satisfaction and organizational commitment was 2.68 and 4.25 respectively. Job satisfaction and organizational commitment were positively correlated with innovation-oriented, task-oriented and relation-oriented culture. Organizational commitment was negatively correlated with rank-oriented culture. Innovation-oriented, clinical career, relation-oriented and rank-oriented culture were variables influencing on job satisfaction and innovation-oriented and rank-oriented culture were major variables influencing organizational commitment. In conclusion, innovation-oriented and rank-oriented culture had a significant influence on nurses' job satisfaction and organizational commitment. Therefore, we have to develop strategies to enhancing the innovation-oriented culture and to reducing the rank-oriented culture.

• Journal of the Korea Safety Management & Science
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• v.20 no.2
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• pp.45-53
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• 2018

The purpose of this study is to examine the mediating effect of the organizational trust, acceptance of organizational change on the relationship between job characteristics and organizational commitment. For this study, data were collected from convenient sample of 241 employees at small and medium enterprises in Ulsan city and Gyeongju city. All data collected from the survey were analyzed using with SPSS 18.0 and AMOS 18.0. This study reports findings as followed: 1. The relationship between the job characteristics and the organizational trust is positively related. 2. There was a positive correlation between the job characteristics and the acceptance of organizational change. 3. There was a positive correlation between the job characteristics and the organizational commitment. 4. The relationship between the organizational trust and the acceptance of organizational change is positively related. 5. There was a positive correlation between the organizational trust and the organizational commitment. 6. There was a positive correlation between the acceptance of organizational change and the organizational commitment. Finally, the organizational trust and acceptance of organizational change played as a partial mediator on the relationship between job characteristics and organizational commitment.

• Fourth Industrial Review
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• v.1 no.1
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• pp.11-22
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• 2021

Purpose- The purpose of this study is to give implications on how to decrease employee turnover intention of Korean information and communication industry employees using organization culture, job satisfaction and organizational commitment. To do that this study analyzes relationships among variables and analyses mediating effect of job satisfaction and organizational commitment. Research design, data, and methodology- To analyze relationships among organization culture, job satisfaction, organizational commitment and turnover intention of employees, this study used the 7th KRIVET's HCCP employee data especially employees working in the information and communication industry who has more than university degree education. The analysis is conducted by using SPSS 21 and frequency analysis correlation analysis, regression analysis and mediating effect are analyzed by using MACRO PROCESS procedure for SPSS. Result- According to the empirical results, organization culture of innovation, relation and rational directed significantly affect both job satisfaction and organizational commitment. And job satisfaction and organizational commitment significantly affect each other. Turnover intention is significantly affected by job satisfaction, organizational commitment, innovation directed and hierarchy directed. However, the influence of innovation and hierarchy showed conflicting results. Conclusion- Based on this study result, implications to manage the turnover intention of Korean employees in the information and communication industry are discussed. Especially, the effect of organization culture, job satisfaction and organizational commitment is discussed. And the mediating role of job satisfaction and organizational commitment is also analyzed. Result implicates that cautious approach is needed in managing organization culture to employee attitude of job and organization is needed

• The Journal of Asian Finance, Economics and Business
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• v.7 no.5
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• pp.269-278
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• 2020

The purpose of this study is to explore the relationship between employee's psychological capital, organizational commitment and job performance in Vietnam. In this study, psychological capital and overall organizational commitment are considered as two second-order constructs. Psychological capital includes four different components: self-efficacy, optimism, hope and resiliency. Organizational commitment comprises three different components: affective commitment, continuance commitment and normative commitment. The study uses the combination of quantitative research method and qualitative research method. Qualitative research method (based on the experts' opinions) is used to design the official questionnaire, while relationship between concepts is estimated by quantitative research method, which is inclusive of the methods of descriptive statistics, Cronbach's Alpha, EFA, CFA and CB-SEM. The survey is conducted in two ways: face-to-face and via email. Data are collected from 848 employees across provinces and cities in Vietnam. The findings show that psychological capital and job performance have a positive relationship, organizational commitment has positive influence on job performance, and psychological capital is also related to organizational commitment. All relationship between psychological capital, organizational commitment and job performance of employee are statistically significant. In addition, organizational commitment also plays the mediating role in the positive relationship between psychological capital and employee's performance.

• International Commerce and Information Review
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• v.9 no.4
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• pp.289-306
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• 2007

The purpose of this study is to find out the relationship between perceived organizational justice(distributive, procedural, interactional), job satisfaction, organizational commitment, and turnover intention information technology firm. I made the theoretical proposed model to explain these relationships between the constructs, identify the operational definitions and 5 hypotheses(6 sub-hypotheses) was established. The research came to the conclusions as follows: First, perceived justice had the positive effect to the job satisfaction and organizational commitment empirically. Second, I found the relationship between job satisfaction and organizational commitment was positive. Third, job satisfaction had not the positive effect directly, but indirect effect via organizational commitment was identified in turnover intention by empirical test. Finally, perceived organizational justice, job satisfaction, organizational commitment, and turnover intention was significantly related and to decrease the turnover intention, varieties of methods and ways would be developed that raise the perceived organizational justice, job satisfaction, organizational commitment.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.507-517
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• 2021

The research objective was to analyze the effect of work behavior on organizational citizenship behavior (OCB) and organizational commitment. For this, we analyze the effect of organizational commitment on OCB and analyze organizational commitment as a mediating variable in the relationship between workplace behavior and OCB. This study employed survey data for 80 employees of 12 village credit institutions in the Badung Regency. Observation is one way to obtain primary data. It is done by observing the object, which is the primary source of data, and conducting direct observations of the research location to determine the circumstances and problems. This research uses data collection techniques: 1) interviews conducted with employees working in Badung Regency both in managers and staff positions. 2) Questionnaire, namely, by using several closed questions given to the Badung Regency employees regarding workplace spirituality, organizational commitment, and OCB. The analysis technique used the partial least squares (PLS) approach and the Sobel test. The results show that workplace spirituality does not affect OCB but positively affects organizational commitment. Also, organizational commitment has a positive effect on OCB. The major findings are organizational commitment acts as a mediating variable in the relationship between workplace spirituality and OCB.

• Journal of Distribution Science
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• v.21 no.4
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• pp.57-67
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• 2023

Purpose: This study aims to measuring the employee performance distributions of company in using relationship analysis between motivation, organization learning, compensation, and Organizational commitment. Research design and methodology: The study was conducted on 102 employees as a sample. Data were analyzed using Path Analysis in Structural Equation Modeling (SEM) with PLS. Results: the research result has shown that motivation and compensation have a positive significant effect on organizational commitment. While organizational learning has negative and insignificant effect on organizational commitment. Furthermore, motivation, organizational learning and motivation have no significant effect on employee performance distribution and organizational commitment has a positive significant effect on employee performance distribution. Results for mediating effect has obtained where organizational commitment mediates the effect of motivation and compensation on employee performance distribution, but cannot mediate the effect of organizational learning on employee performance distribution. Conclusion: Organizational commitment in this study can make employees feel comfortable and attached to the company so that employees can perform well to achieve company goals. Motivation and compensation are driving factors in improving employee performance distribution and will achieved if employees have good organizational commitment. In this study, organizational learning is not an important factor in improving employee performance distribution.

• Journal of Korean Academy of Nursing Administration
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• v.2 no.1
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• pp.125-139
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• 1996

Organizational commitment is characterized by a strong belief in and acceptance of the organization's goal and values ; a willingness to exert considerable effort on behalf of the organization ; a strong desire to maintain membership in the organization. The purpose of this study was to identify the variables which influence the organizational commitment and to test the relationship between the clinical nurses' organizational commitment and turnover intention. The subjects were 412 nurses who were working on general wards at three General Hospitals in Chounbuk. The data were collected by self-reporting questionnaire from Sept. 20 to Sept. 31, 1995. The instruments used in this study were Likert-type scale which were Organizational Commitment Scale by Mowday et al, and Turnover Intention Scale by Mobley et al. The questionnaire of organizational characteristics was made through reviewing literature. The data were analyzed by frequency, percentage, t-test, one-way ANOVA, Scheffe test, Pearson's correlation coefficient, and stepwise multiple regression with $SPSS-PC^+$ program. Major findings are as follows : 1. Mean scores for organizational commitment were 3.008 and turnover intention 3.167 on a 5 point scale. 2. Age and clinical experience were positively related to organizational commitment(r=.4806, p=.000; r=.4792, p=.000). 3. In the personal variables, hospital type(F=21.374, p=.000), education level(F=5.481, p=.001), position(F=30.867, P=.000), and marital status(t=-5.63, p=.000) of the nurses showed significant differences in organizational commitment. 4. The variables to the organizational characteristic were statistically significant in organizational commitment : formalization(r=.3458, p=.000), human-centered organizational characteristic(r=.4302, p=.000), performance- centered organizational characteristic(r=-.1502, p=.000), payment(r=.2234, p=.000), promotion(r=.2710, p=.000), benefit & service(r=.2325, p=.000), and resource inadequacy(r=-.2172, p=.000). 5. For the purpose of identifying the predicting variables in organizational commitment, stepwise multiple regression is conducted. The results show that age, human-centered organizational characteristic, formalization, hospital type, resource inadequacy, promotion, and benefit & service were significant variables and explained 46% of the variance. 6. Organizational commitment was significantly negatively correlated with turnover intention(r=-.6442, p=.000). As a result of stepwise multiple regression analysis, organizational commitment is the most powerful variable predicting turnover intention and explained 41.5% of the variance. In conclusion, this study shows that the higher the organizational commitment level, the lower the turnover intention. Therefore, for effective turnover management, it is important to improve the organizational commitment among clinical nurses. In order to enhance the organizational commitment by the clinical nurses, it will be useful to consider significant organizational characteristics variables identified in this study.