• Korean Journal of Social Welfare
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• v.64 no.1
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• pp.31-52
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• 2012

This study has three objectives. First, it examines the relationship between organizational fairness and organizational commitment perceived by social workers in Korea. Second, it simultaneously examines mediating effects of organizational trust and organizational cynicism in the relationship between organizational fairness and organizational commitment. Third, it also examines the effect of social workers' perceived work value on the combined model by considering the unique characteristics of social work profession. This study employs the stratified cluster sampling method on social workers with more than two year work experiences in their current social service agencies that are located in Seoul and Kyungki province; finally it analyzes the responses from 564 social workers by using the method of structural equation modeling. This study has the following results: (1) there is a positive causal relationship between organizational fairness and organizational commitment perceived by social workers; (2) there is also a positive causal relationship between social workers' perceived work value and organizational commitment; and (3) in the mediating effects of organizational trust and organizational cynicism, there are no mediating effects in the relationship between organizational fairness and organizational commitment. This study discusses the importance of social workers' perceived work value and theoretical and practical implications of the results.

• Journal of Information Technology Applications and Management
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• v.27 no.6
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• pp.181-196
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• 2020

Based on the resource-based perspective, this study seeks to understand the relationship between the organizational slack and innovation, and to demonstrate that there exists a difference in the influence of the organizational slack according to the type of innovation by dividing the types of innovation into exploratory and exploitative innovations. They also want to understand the role that network diversity plays in the relationship between organizational slack and innovation. For this purpose, hypothesis and research models were presented based on resource-based perspectives and empirical analysis was conducted on 171 companies. The analysis confirmed that the impact of organizational slack on exploitative innovation is linear, not non-linear, as expected. In other words, the more resources available, the more productive the enterprise is, and the more resources available to the organization have a positive impact on the innovation. On the other hand, exploratory innovation represented an inverse U-shaped relationship between organizational slack and nonlinearity as expected. The control effect of network diversity was only seen in the relationship between organizational slack and exploratory innovation. Through this study, it provides implications such as the importance of network diversity, which is a relationship between companies, and the difference in the utilization of organizational slack according to the type of innovation.

• Journal of Agricultural Extension & Community Development
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• v.25 no.4
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• pp.185-197
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• 2018

The study aims to examine the effects of job education on organizational socialization of new extensionist who is working in extension organization. The subjects were 425 people and selected nationwide. The research model consisted of organizational socialization strategy as an independent variable, organizational socialization as a mediator, and organizational commitment as a dependent variable. The research hypothesis was com posed of three item s and different analysis methods were used for each research problem. The main analytical methods were descriptive statistics, multiple regression analysis, and hierarchical regression analysis. The results of the study are as follows. Firstly, the degree of organizational socialization was higher in males and females, in higher education, and in social workers than in non-males. Secondly, in the relationship between organizational socialization strategy and organizational socialization, job education significantly explained interpersonal relationship, organizational goal value, and work efficiency. Thirdly, job education has a statistically significant effectiveness on organizational commitment. Fourthly, in the relationship between job education and organizational commitment, organizational socialization variables such as interpersonal relationship, organizational goal value, and work efficiency were found to do a partial mediating roles.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.4
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• pp.245-254
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• 2018

The purpose of this study is to review the relationship between psychological capital and organizational commitment/ innovative behavior, and the moderating effect of organizational support. In order to verify and achieve the purposes mentioned above, questionnaire data were gathered and analysed from 315 professors and teachers of Korea Politechnics Colleges. Multiple regression and multiple hierarchical regression analysis were applied to test the proposed hypotheses: 1) the relationship between psychological capital and organizational commitment, 2) the relationship between psychological capital and innovative behavior, 3) the moderating effect of organizational support on the relationship between psychological capital and organizational commitment, 4) the moderating effect of organizational support on the relationship between psychological capital and innovative behavior. Empirical survey's findings are as follows; First, self-efficacy and optimism appeared to be positively related with organizational commitment, and all psychological capital factors(self-efficacy, resilience and optimism) appeared to be positively related with innovative behavior. Second, organizational support appeared to have moderating effect partly on the relationship between psychological capital and organizational commitment, but it did not have a moderating effect on the relationship between psychological capital and innovative behavior. Self-efficacy and optimism appeared to be more positively related with organizational commitment in higher organizational support situation than in lower organizational support situation.

• Journal of Distribution Science
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• v.15 no.1
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• pp.115-121
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• 2017

Purpose - Although ensuring that all the organizational members know their roles exactly is an important part of managerial work, few studies address the role clarity in food manufacturing and distribution firms. Role clarity refers to the extent to which individuals clearly understand the tasks, duties, responsibilities, and expectations of their work roles (Hinkin & Schriesheim, 2008). The purpose of this study is to examine the effect of the role clarity on organizational commitment and the mediating role of creativity in the role clarity-organizational commitment relationship. Research design, data, and methodology - Data were collected from 297 employees in food manufacturing and distribution firms of Korea by self-evaluations questionnaires. The unit of the analysis for testing is an individual. We proposed four hypotheses: (1) is about the relationship between role clarity and organizational commitment, (2) is about the relationship between role clarity and creativity, (3) is about the relationship between creativity and organizational commitment, and (4) is about the mediating role of creativity. We conducted the hierarchical regression analysis for testing the main and mediating effects. Results - The results of the study indicated that the role clarity was positively associated with organizational commitment and creativity. Results also indicated that the creativity was positively associated with organizational commitment. Especially, the impact of the role clarity on organizational commitment was mediated by creativity. Conclusions - An important contribution of this study is extending prior theory on the relationship between role clarity and organizational commitment by shedding new light on assumptions regarding the mediating effect of creativity. The results demonstrate that the role clarity has an indirect effect as well as a direct effects on organizational commitment. Our research suggests important implications for organizations that pursue to stimulate their employees' creativity, emphasizing the importance of the role clarity. This study has several potential limitations. Maybe the most serious limitation is its cross-sectional study design. Another limitation is the use of employees' self-reports to measure the variables. In the future, researchers should employ a longitudinal study design and use diverse sources of data.

• Journal of the Korean Home Economics Association
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• v.45 no.8
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• pp.49-59
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• 2007

This study was intended to investigate the influence of teacher empowerment on organizational? effectiveness, and the moderating effects of personal and organizational characteristics on the relationship of teacher empowerment and organizational effectiveness in early childhood educational institutes. The subjects in this study were 808 teachers who worked at kindergartens and childcare centers located in all parts of Korea. This study was surveyed with the questionnaires. The results are as follows. Firstly, teacher empowerment had a positive and meaningful influence on all components of organizational effectiveness, such as organizational commitment, job satisfaction, and job performance. Secondly, as for the moderating effects of personal and organizational characteristics on the relationship of teacher empowerment and organizational effectiveness, teachers' educational background had moderating effects on job performance of organizational effectiveness, and married or unmarried status of teachers, teachers' experiences in other institutes, type of institute, and the number of teachers working in an institute had moderating effects on organizational commitment. Also, the number of teachers working in an institute had moderating effects on job satisfaction. However, teachers' period of service in their present institutes didn't have moderating effects between teacher empowerment and organizational effectiveness.

• Journal of Distribution Science
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• v.19 no.10
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• pp.65-74
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• 2021

Purpose: The purpose of this study is to identify the maximum organizational effectiveness of compensation systems in the distribution industry. It is to identify the relationship between structural compensation and organizational effectiveness. It also aims to clarify whether distributive justice plays as a controlling variable between two variables. Research design, data and methodology: This study was conducted on distribution industry employees. The questionnaire was collected through self-subscription. A total of 209 questionnaires were collected during the month of April 2021, of which 203 were used as valid samples. Results: Structural compensation have been shown to have a positive impact on two sub-factors of organizational effectiveness. In the verification of the controlling effect of distributive justice, perceived fairness has a control effect on the relationship between extrinsic compensation and organizational effectiveness but it does not show a controlling effect on the relationship between intrinsic compensation and organizational effectiveness. Conclusions: Structural compensation has a positive effect on organizational effectiveness. The distribution industry should aware of the compensation and the perceived fairness. The fairness of distribution plays a role in identifying the recognition of compensation and organizational feasibility, identifying motivations of employees, and mediating proper strategies to enhance job satisfaction.

• International Journal of Advanced Culture Technology
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• v.7 no.2
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• pp.93-102
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• 2019

This study is to examine the effects of business management competency, organizational management competency, relationship formation competency, marketing competency, and entrepreneurship, which are perceived by organizational members of social enterprise, on organizational performance, economic performance and social performance. The results of this study are as follows. First, the business management competency of the executives influencing the economic performance, which is the organization performance of the hypothetical social enterprise, was adopted. In other words, the organizational management competency (H1-1), the relationship formation competency (H1-2), the marketing competency (H1-3), and the entrepreneurship (H1-4), which are executive business management competency, have a positive effect on the organizational performance of the social enterprise respectively. Second, Hypothesis 2 indicates that the business management competency of social enterprise executives has a positive effect on organizational performance, social performance, and Hypothesis 2 has been adopted. In other words, the business management competency of the management on the social performance of the social enterprise is in the order of relationship forming competency (H2-2), marketing competency (H2-3), organizationalmanagement competency (H2-1), entrepreneurship (H2-4) Showed high influence. The higher the relationship formation competency, marketing competency, organizational competency, and entrepreneurship, which are the business management competency of the social enterprise management, the economic social performance of the social enterprise is more improved.

• Journal of the Korean Society of Clothing and Textiles
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• v.33 no.2
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• pp.244-255
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• 2009

The purpose of this study was 1) to inquire into characteristics of apparel manufacturers and distributors in China, 2) to classify private Guanxi and organizational relationship type, 3) to find differences in private Guanxi to enterprise type and the class of participations' position, and 4) to also find effects of private Guanxi on organizational relationship. Apparel manufacturers and distributors in China participated in the study. Random sampling method was used to collect the data. Data from 173 questionnaires were used for the statistical analysis. Descriptive analysis, factor analysis, Cronbach's alpha coefficient, t-test, and regression analysis were conducted. Two factors of private Guanxi were classified(i.e., affective Guanxi, instrumental Guanxi). Three factors of organizational relationship type were identified(i.e., opportunistic relationship, cooperative relationship, vertical relationship). The results indicated that distributors regarded affective Guanxi as important more than manufactures and employees regarded affective Guanxi and instrumental Guanxi as important more than presidents. Distributors regarded cooperative relationship as important more than manufactures. Employees regarded organizational relationship as important more than presidents. Affective Guanxi positively affected on cooperative relationship and vertical relationship but negatively affected on opportunistic relationship. Instrumental Guanxi positively affected on opportunistic relationship and vertical relationship. The result of this study may give valuable information to retail merchandisers and strategists who participated in fashion business in China.

• International Journal of Advanced Culture Technology
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• v.8 no.1
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• pp.152-156
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• 2020

The study is to examine the mediating effect of psychological empowerment on the causal relationship between high-performance work system and organizational citizenship behavior. This study collected data from public organizations that are responsible for social welfare provision in Daegu, Gyeongsangbuk-Do, and Pusan in South Korea. This study employs confirmatory factor analysis in Amos 21 to find the discriminant validity of all constructs and regression analysis by Baron and Kenny (1986) to test that psychological empowerment is a mediator of the causal relationship between high-performance work system and organizational citizenship behavior. As the result of the analysis, psychological empowerment has a significant mediating effect on the relationship between high-performance work system and organizational citizenship behavior. The study suggests to the managers in social welfare organizations how they need to enhance organizational citizenship behavior through psychological empowerment themselves.