• Research in Community and Public Health Nursing
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• v.29 no.2
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• pp.143-154
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• 2018

Purpose: The purpose of this study is to identify the effects of job demand and recovery experience from job stress on job embeddedness among workers in the service industry. Methods: The participants were 223 workers from the service industry in P and Y Cities with the help of a structured self-report questionnaire, administered between July 10 and August 20, 2017. The data were analyzed using descriptive statistics, t-test, ANOVA, $Scheff{\acute{e}}$ test, Pearson correlation coefficients and stepwise multiple regression. Results: There were significant differences in job embeddedness in terms of satisfaction with salary, continuous service, perceived stress level and the perceived health status of the subjects. There were significant positive correlations between role clarification in job demands (r=.55), recovery experience from job stress (r=.27) and job embeddedness. From the multiple regression analysis, the most significant factors affecting job embeddedness were found to be role clarification in job demands (${\beta}=.47$), recovery experience from job stress (${\beta}=.23$), and perceived stress level (${\beta}=.18$). These variables explain 34.0 % of the total variance in job embeddedness. Conclusion: In order to increase job embeddedness among workers in the service industry, it is necessary to prepare measures to increase recovery experience from job stress and to decrease role clarificationin job demand, and perceived stress level.

• Journal of vocational education research
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• v.30 no.4
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• pp.1-22
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• 2011

Paradoxically, leadership has not only positive effects but also negative effects. The purpose of this study is to examine supervisors' dysfunctional leadership behaviors, antecedents and results in order to draw HRD implications for protecting organizations and employees from dysfunctional leaders and provide implications for leadership development. A qualitative research method based on semi-organized interviews with 28 employees from S-group was used. The results of this study show that the dysfunctional leadership behaviors were associated with ten behavioral categories: belittling and insulting the subordinates, authoritative and arbitrary behaviors, self-aggrandizement, biased preference for certain personnel, arrogance, micro-managing, inability to change and adapt, discordance between words and actions, over-dependance on supervisor, lack of ethics and values. Dysfunctional leadership behaviors were casually attributed to 'personal traits & experience', 'task characteristics', and 'internal & external environments of the organization'. Finally, the results of supervisor's dysfunctional leadership behaviors on employees and the organizational effects were 'increased turnover rate', 'declining work efficiency', 'collapsing morale', 'retraining innovative thinking', 'passive working culture', 'discouraging organizational vitality', 'discouraging organizational synergy', 'losing loyalty' and 'declining trust on supervisor'.