• International Area Studies Review
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• v.18 no.3
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• pp.131-145
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• 2014

Abundance of low-wage labor resources, strategic location connecting East-West Asia and business professionals are fluent in English are strength of Bangladesh. Also the business environment changes in China such as the wage increases and labor regulations enhancement acts as searching for replacement of investment where Bangladesh is considered as substitute. At this point there is a need for research of Bangladesh employees at human resource management level. Therefore this study focus on the research of an important component of human resource management, organizational commitment. This study analysis the Bangladesh employees organizational commitment and its antecedent. This study consider four antecedents, role ambiguity, role conflict, voluntary participation and the work centrality and three organizational commitment, affective organizational commitment, continuous organizational commitment and normative organizational commitment. As results show, role ambiguity and role conflict has a negative influence on affective organizational commitment. And voluntary participation and work centrality give positive influence. Role ambiguity showed a negative effect on continuous organizational commitment, however role conflict show positive effect. Voluntary participation and work centrality showed positive effect on normative organizational commitment and role ambiguity showed negative influence. Results of this study give clue to understand Bangladesh employees organizational commitment and its relation among variables. And thus the need for appropriate management presented.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.4
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• pp.345-355
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• 2022

Excellent employees are those who take on extra responsibilities and commitments at work. Hence, employees must pay attention to out-of-role activities that can help the company perform better. When a person takes on more responsibilities than he can handle, they will have to deal with the issue of work-family balance. This paper examines how the consistency of WFC affects employees' organizational citizenship behavior (OCB) using the Resource Conservation Theory. This study uses empirical research methodologies to assess 417 employees as a sample. (1) When the matches of work-to-family conflict (WFC) and family-to-work conflict (FWC) are consistent, the employee self-control resource depletion level is lower, and OCB is higher in the "high-high" consistency matching state. (2) The "low-high" match had a higher OCB than the "high-low" match when the WFC and FWC matches were inconsistent. (3) In the process of WFC affecting OCB, the depletion of self-control resources acts as a mediating factor. (4) Emotional intelligence plays a moderating role in the whole model. The lower the emotional intelligence was, the stronger the positive relationship between the consistency of WFC, FWC, and self-control resource depletion was.

• Knowledge Management Research
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• v.16 no.2
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• pp.193-212
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• 2015

A corporate university (CU) is an educational institution established by an organization whose primary purpose is not education. Traditionally, a CU is considered a training facility to improve organizational performance. However, the proliferation of the CU has engendered its diverse purposes, roles, and forms. This study attempts to identify three types of the existing CUs: (a) a CU to improve organizational performance; (b) a CU to satisfy employees' learning needs; and (c) a CU to develop a competent national workforce. Also, this study suggests a holistic CU model including the three CU types. In order to transform a CU to a multifunctional CU embracing all three types of CU, organizations should (a) provide communication and collaboration channels, (b) present clear organizational goals, (c) establish organizational policies/systems to encourage learning in CUs, and (d) devise an effective approach to evaluate the impact of CUs. Organization' s critical roles in the development of CUs can assist CUs in becoming the core of knowledge management.

• Asia pacific journal of information systems
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• v.12 no.1
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• pp.67-85
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• 2002

This study attempts (1) to analyze the changing pattern of organizational control by investigating the impacts of ERP implementations on the determinants of organizational control types and (2) to compare the performance variances based on the fitness between implementation of ERP and the changed mode of organizational control. Research results reveal that firms with ERP shows high degree of information integration, which partially affects the determinants of organizational control types. Also, results indicate that firms now with ERP shows the higher levels of both behavior and output control than without ERP, and the magnitude of change in behavior control level was greater than that of output control level. Finally, this research suggests that while the firms that implemented ERP for the purpose of quality and service improvement need to more focus on behavior control than on output control, the firms for the purpose of cost reduction need to excercise more output control in order to establish a cost effective control strategy.

• Korea Journal of Hospital Management
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• v.19 no.2
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• pp.89-98
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• 2014

The research was to investigate the effect of trust in supervisor, organizational trust and perception on the shared value on innovative behavior. The data were collected from 334 nurses from University hospital of G city. Data were analyzed with frequency, t-test, ANOVA, Scheffe-test, Pearson's correlation coefficient and hierarchical regression, equipped with SPSS 21.0. The results showed that there was correlation among trust in supervisor, organizational trust and perception, and innovative behavior. Therefore, it is considered that the study is the basis to improve innovative behavior of nurses by providing alternatives for achieving trust in supervisor, organizational trust and perception, for sake of efficient management of human resource of nurse of University hospital. This study was supported by research funds from Chosun Nursing College 2013.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.2
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• pp.1-13
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• 2006

To rapidly respond to uncertainties in the business environment whilst remaining competitive, every organization needs to be able to successfully introduce and manage organizational change. Cognizant of the role of information systems (IS) as an enabler of organizational change, many organizations have paid attention to Enterprise Resource Planning (ERP) systems for successful organizational change primarily because of their change-driving forces across organizations. This study focuses attention on the role of readiness for change in the ERP systems adoption. Readiness for change described as views about the need for organizational change is posited to be an antecedent of two expectancies about the system, performance expectancy and effort expectancy, which lead to actual system use. Based on data gathered from the users of the ERP systems, structural equation analysis using LISREL provides significant support for the proposed relationships.

• Proceedings of the Korea Technology Innovation Society Conference
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• 2017.11a
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• pp.1213-1244
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• 2017

This study used a resource-based perspective to analyse the effects of organizational composition on the R&D performance of science and technology government-funded research institutes (GFRIs). We assumed that the composition of each GFRI would eventually be regarded as absorptive capacity and act as a moderating variable between R&D investment and performance. We used a panel generalized least squares (GLS) model with fixed effects to analyse panel data from 115 Korean GFRIs between 2011 and 2015. Our findings show that R&D investment of GFRIs has a direct and positive effect on performance. We also analysed how organizational composition can moderate the effect of R&D investment on performance. The findings provide evidence that organizational composition plays a moderating role between R&D investment and performance. Finally, this study discusses policy implications, its limitations, and also highlights future research directions.

• International journal of advanced smart convergence
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• v.13 no.1
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• pp.152-161
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• 2024

The purpose of this study sought to determine the impact of shared leadership perceived by organizational members on team effectiveness and team learning behavior. For this purpose, the results of the empirical analysis of 206 organizational members are as follows. First, shared leadership was analyzed to improve team effectiveness. Second, shared leadership had a positive effect on team learning behavior. Third, team learning behavior was statistically significantly analyzed for team effectiveness. This study confirmed the importance of shared leadership, which has a positive impact on team effectiveness and team learning behavior. This may require building a new culture that can demonstrate the inherent leadership of organizational members in the influence relationship between shared leadership, team effectiveness, and team learning behavior. In other words, in order to systematically demonstrate and implement shared leadership, the execution ability of executives, managers, and working-level managers is important. To this end, it is necessary to build an organizational culture that matches the characteristics of the organization and develop and continuously implement human resource development systems and programs that can implement this.

• Asian Journal of Business Environment
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• v.4 no.1
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• pp.5-13
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• 2014

Purpose - This study examines the relationship between organizational justice and employee job satisfaction and the extent of its moderation by perceived alternative job opportunities. Research design, data, and methodology - This is a cross-sectional study utilizing survey questionnaire data from 220 bank employees, which included scales measuring organizational justice, job satisfaction, and perceived alternative job opportunities. Results - The data is analyzed using correlation and hierarchical regression. Results demonstrated that organizational justice has a direct positive impact on employee job satisfaction further, distributive justice explains more variance in job satisfaction, followed by procedural justice and interactive justice. Perceived alternative job opportunities moderate the relationship between organizational justice and job satisfaction. Conclusions - Generally, organizational justice increases bank employees' job satisfaction; however, when they perceived more job opportunities, their job dissatisfaction increased notwithstanding fairness. Therefore, perceived job opportunities moderate the relationship between organizational justice and job satisfaction. Retaining skilled employees has become difficult, especially when there is market demand for skilled workers. Human resource (HR) managers should consider market situations before formulating policies; otherwise, they may lose the competitive advantage of skilled employees and workers.

• Journal of Korean Dental Hygiene Science
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• v.4 no.2
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• pp.9-18
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• 2021

Background: Based on the individualistic approach of experienced dental hygienists, this study attempted to provide basic data to find effective measures of human resource management by analyzing the correlation between organizational socialization and professional self-concept. Methods: Dental hygienists currently working in the Daegu area were evaluated. Nine questions related to duties, twenty-seven questions related to professional self-concept, and thirty-eight questions related to organizational socialization were included in the study. The reliability was professional self-concept (Cronbach's α = 0.859) and organizational socialization (Cronbach's α = 0.840). Results: Of the total 135 points for professional self-concept, the mean score of the participants was 62.67±8.45 points. In the sub-area, flexibility was the highest at 19.28±2.46 points, and communication was the lowest at 9.69±1.44 points. Of 190 points, organizational socialization averaged at 123.40±12.82 points. In the subarea, personal characteristics were the highest at 30.37±3.71 points, and occupational identity was the lowest at 10.34±1.94. Higher age (F=30.89, p<0.000), marital status (F=10.22, p<0.002), graduate or higher educational qualification (F=9.16, p<0.000), were associated with a higher position (F=20.62, p<0.000) and work experience (F=22.66, p<0.0000), when there was no intention to turnover (F=8.05, p<0.000). Organizational socialization was higher in participants with higher age (F=7.89, p<0.000), educational qualification (F=8.02, p<0.000), and position (F=5.12, p<0.007); higher work experience in general hospital (F=4.50, p<0.012); no intention to turnover (F=7.450, p<0.000); and no intention to turnover (F=24.46, p<0.000). Organizational socialization showed a significant positive correlation with professional self-concept (r=0.721, p<0.000); job performance and skills (r=0.615, p<0.000) and organizational commitment and satisfaction (r=0.610, p<0.000) showed a high positive correlation. Turnover intention (β=0.213, p<0.000) was found to have a significant effect on organizational socialization. Leadership (β=0.168, p<0.05) and satisfaction (β=0.483, p<0.000) were found to have a significant effect. The total explanatory power of this variable was 62.7%. Conclusion: To ensure successful organizational socialization, human resource management should be performed through regular verification, which can result in improved quality of dental care services.