• 유통과학연구
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• 제13권12호
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• pp.113-131
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• 2015

Purpose - In today's era of globalization, the competitive power of enterprises is growing fiercer, calling for organizations to be able to respond flexibly to survive and maintain predominance in competition. In turn, keen competition exists among enterprises for the systematic management of members' knowledge to secure predominance in such competition. Under such circumstances, SMEs must find and utilize positive causes for change that affect organizational performance. The objective of this study is to analyze the structural relationship between four factors known from prior research-a CEO's positive leadership, members' positive life positions, learning organization activities, and job engagement-and organizational performance. Research design, data, and methodology - To achieve this objective, this study established the following four research problems. First, do CEOs' positive leadership, members' positive life positions, learning organization activities, and job engagement affect organizational performance? Second, do CEOs' positive leadership, members' positive life positions, and learning organization activities affect job engagement? Third, do CEOs' positive leadership and members' positive life positions affect learning organization activities? Fourth, does CEOs' positive leadership affect members' positive life positions. Additionally, to achieve the objective of this study, the research model was selected on the basis of a documentary survey of 787 full-time employees at 100 SMEs, which was used to collect related data. Results - The following conclusions were drawn. First, a CEO's positive leadership directly affects members' positive life positions, learning organization activities, and job engagement. Second, positive leadership only indirectly affects organizational performance. That is, positive leadership has an indirect effect on organizational performance given the parameters of members' positive life positions, learning organization activities, and job engagement. Third, members' positive life positions directly affect learning organization activities and job engagement, but indirectly affect organizational performance with learning organization activities and job engagement as parameters. Fourth, learning organization activities directly affect job engagement and organizational performance. Additionally, learning organization activities indirectly affect organizational performance with job engagement as a parameter. Fifth, job engagement directly affects organizational performance. Conclusions - A CEO's positive leadership and members' positive life positions do not directly affect organizational performance but have a positive effect through learning organization activities and job engagement. In particular, CEOs' positive leadership was proven to be the major factor to affect members' positive life positions, learning organization attitudes, and job engagement, and learning organization activities and job engagement were found to be major factors that directly affect organizational performance. Considering these conclusions, the direct effect of a CEO's positive leadership on organizational performance is not statistically significant but seems to affect members' positive life positions, learning organization activities, and job engagement, which ultimately affects organizational performance. In addition, CEOs' positive leadership is an important factor that enhances the factors with the strongest effect on organizational performance-activities of learning organizations and job engagement.

• 보건의료산업학회지
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• 제9권1호
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• pp.95-107
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• 2015

The purpose of this study is to analyze the characteristics of hospital organization structure, organization culture, organization conflict and the interrelation of influential factor in organization conflict. The data for this study were collected through a self-administered survey with a structured delivered to 755 subjects including several nursing staff members, administration staff members and medical technicians at six hospitals. The structural equation model was used to examine the relation of organization structure, organization culture and organization conflict. The results of the analysis in this study were as follows. First, organization structure had a positive influence on organization conflict, especially in terms of complexity and centralization. But, formalization had a negative influence on organization conflict. Second, organization culture had a positive influence on organization conflict, especially in terms of group culture, developmental culture, and hierarchical culture. But, group culture had a negative influence on organization conflict. Third, organization structure had positive influences, especially on organization culture complexity, centralization, and formalization. But, centralization had negative influences too.

• 한국식품조리과학회지
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• 제23권1호통권97호
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• pp.62-69
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• 2007

Competitions among domestic foodservice businesses get more intense as the presence of new competitors has rapidly increased. For the past decade, our domestic foodservice industry has shown outstanding growth and overcome poor industrial environments. The poor work conditions employees suffer from will cause negative effects on organization values and effectiveness. Although facing severe problems, most of foodservice businesses do not take aggressive counteraction to eliminate these issues. With this in mind, the study has been implemented to empirically investigate the effects of the foodservice business on organization values and organization effectiveness and then to utilize the findings of the study to develop various marketing strategies for the foodservice industry. The findings of the study were as follows: first, with respect to the effects among organization values, job satisfaction, and organization loyalty, the organization value was found to have positive effects both on job satisfaction, and organization loyalty. The findings demonstrated that the levels of job satisfaction and organization loyalty of employees may be increased by promoting organization values, as positive relationships were found between organization values, job satisfaction, and organization loyalty of employees. second, organization values were found to have a positive effect on organization loyalty. Therefore, job satisfaction should be considered as a key factor for achieving overall organizational loyalty of employees in the foodservice industry.

• 지식경영연구
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• 제13권5호
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• pp.91-111
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• 2012

The purpose of this study is to investigate the effect of person-organization fit(PO fit) and person-job fit(PJ fit) on positive psychological capital at both team-level and individual-level. Present study intends to confirm the effectiveness through theoretical considerations and empirical analysis of positive organizational behaviors. This is expected to strengthen the basis of positive organizational behavior studies and provide the foundation to integrate positive organizational behavior to the actual organization. In order to test the hypotheses, the data were collected from multiple domestic organizations and composed 47 team-level and 244 individual-level data. For the analysis, hierarchical linear modelling(HLM) were conducted. The results of this study are as follows. PO fit and PJ fit had significant relationships with positive psychological capital at both team-level and individual-level. Also, in the relationship between the attitudes and behaviors of the members and positive psychological capital, the positive psychological capital was found to have significant effect on affective commitment and organizational citizen behaviors. The implications of this study according to the results as follows. Positive relationships of psychological capital with the antecedents and consequences variables, it is necessary for the management to magnify the strength of members in the actual operation at the organization level. Such the management of positive psychological capital can be suggested as a new approach method for achievement of the organization's goals and visions.

• 보건행정학회지
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• 제15권3호
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• pp.1-16
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• 2005

This study was planned to investigate the relationship between development levels of learning organization and organization effectiveness in Hospital. Data were collected from 285 respondents who have participated in 'Learning Organization Project'(response rate =$50.5\%$). Structured questionnaire were applied by self administrated survey for two weeks since 2003 May. Main results were as follows; In the result of factor analysis, four factor were created and almost questionnaire items were classified into as same categories as theoretical concepts. Cronbach's a coefficient also showed over 0.7 in all categories. This result means that measurement tool to evaluate the development level of learning organization is valid and reliable. In the comparison of the development level of learning organization by participants' specialties, managerial workers perceived the lowest construction level, while medical technicians evaluated it as the highest level. In regression analysis, the perception levels of work environment, task and human aspect showed positive relationship with job competency significantly. For job satisfaction, levels of task and human aspects had positive relationship significantly. In addition, for organizational commitement, levels of organization and human aspect were positive predictors. Finally, for the satisfaction about experience of learning organization project, levels of environment, task and hmm aspects were related positively. We concluded from these result that the positive relationship between construction levels of learning organization and organization effectiveness was extended to hospital, besides industrial fields. We recommend the introduction and facilitation of learning organization project in various settings to improve the competency of knowledge management in individual and organizational levels.

• 안보군사학연구
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• 통권15호
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• pp.153-192
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• 2018

The purpose of this study is to verify the relationship between mission-oriented Command, organization efficiency, organization culture of 626 field officers in JFMU. Firstly. the study found that decision making in the relationship between mission-oriented command and organization efficiency had negative effect on job satisfaction. Planning and trust lead to positive effect on job satisfaction and organizational commitment and no significance in self decision. Secondly, mission-oriented command may differ depending on the types of organization culture and organization culture has positive effect on job satisfaction and organizational commitment. Thirdly, mission-oriented command has some effect which derives from its impact on organization efficiency that also effects rational culture and rank hierarchy culture. These study results suggest different measures in terms of practice and policy. Firstly. within the military organization, precise communication will lead to job satisfaction without unnecessary overload of communication. Also. we have rationale culture, agreement culture and rank hierarchy culture forming our organization culture. There is a need to apply elements of mission-oriented command depending on the types of organization culture. Secondly, to maximize organization performance through mission-oriented command, we have to strengthen the rationale and rank hierarchy cultures and especially introduce development culture which should be established within the military organization.

• 간호행정학회지
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• 제20권5호
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• pp.469-480
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• 2014

Purpose: This study was conducted to explore clinical nurses' experience of positive organizational culture in order to provide data for effective strategies of acquisition and retention of competent nurses. Methods: In this qualitative study, interviews with four focus groups of four to six nurses, 19 in total, were held. Compositional factors in groups included clinical experience, age, work place, and position. Interviews proceeded until data were saturated. Results: Fifteen sub-themes, categorized into six themes, emerged. Positive organizational culture themes included "Helping nurses to be organization members", "Allowing nurses to communicate with one another", "Helping nurses take an initiative to lead organization", "Having competent leader take charge of organization", "Enabling nurses to achieve organizational changes", and "Leading nurses to accomplish organizational performance." Conclusion: Results indicate that positive organizational culture is related to increases in occupational satisfaction and decreases in turnover through supportive organizational culture which makes it possible to reinvest expenses required for training new members to promoting quality growth in the organization and the prestige of professional nurses. In order to improve occupational satisfaction and sustained growth in nurses, it is necessary to provide nurses with positive work environments and require members to make active efforts leading to strategic changes.

• 한국콘텐츠학회:학술대회논문집
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• 한국콘텐츠학회 2006년도 춘계 종합학술대회 논문집
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• pp.103-108
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• 2006

본 연구는 급변하는 환경 속에서 조직의 생존과 조직성과를 향상시키기 위하여 학습조직을 통한 조직유효성의 증대를 추구하기 위해 학습조직의 선행요인으로 조직문화를 선정하여 검증하였다. 분석결과 첫째, 학습조직수준이 높을수록 직무만족은 높게 나타났는데, 조직학습을 통한 학습조직수준의 향상으로 축적된 경험과 지식을 바탕으로 직무를 수행하기 때문에 직무만족을 증가시키는 것이다. 둘째, 학습조직수준향상에 조직문화 중 변화지향문화, 과업지향문화가 유의한 영향을 미치며, 관계지향문화, 위계지향문화는 영향을 미치지 않는 것으로 나타났다. 그러므로 조직학습을 통한 학습조직수준을 향상하기 위해서는 변화지향 문화와 과업지향문화의 특성을 고려하여야 새로운 조직으로의 조직변화가 있을 때 조직유효성이 크게 나타남을 의미한다.

• 한국식생활문화학회지
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• 제23권2호
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• pp.139-151
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• 2008

The purpose of this study was to determine the empirical cause-effect relationships among business ethical values and person-organization fit, job satisfaction, turnover intent, and organizational performance within family restaurants and feeding facilities. Self-administered questionnaires were completed by 459 restaurant employees. The SPSS and Amos programs were then applied to the data to perform frequency, factor, reliability, correlation and SEM analyses. The primary results are as follows. First, business ethical values had a significant positive effect on person-organization fit. Second, person-organization fit had a significant positive effect on job satisfaction, and a significant negative effect on turnover intent. Third, job satisfaction had a significant positive effect, and turnover intent had a significant negative effect, on organizational performance. Finally, upon verifying the possible direct and indirect effects of business ethical values within family restaurants and feeding facilities, it was determined that the ethical values had significant direct and indirect effects on person-organization fit, job satisfaction, turnover intent, and organizational performance. These findings have various implications. For example, an improved in-house ethical working environment leads to greaterperson-organization fit, and having employees that feel there is better in-house ethical reliability leads to greater consistency between personal and organizational values, resulting in higher job satisfaction and ultimately organizational performance.

• 디지털융복합연구
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• 제17권5호
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• pp.1-10
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• 2019

본 연구의 목적은 첫째, 경찰관들이 조직 내에서 경험하는 컴페션과 미덕이 긍정적 감정에 미치는 영향을 검증하고 둘째, 긍정적 감정이 종속변수인 조직 동일시에 미치는 영향을 실증하는 것이다. 셋째, 컴페션과 조직 동일시, 미덕과 조직 동일시 사이의 관계에서 긍정적 감정의 매개효과를 검증하고 넷째, 긍정적 감정과 조직 동일시 사이의 관계에서 집단적 자긍심의 조절효과를 실증하고자 한다. 본 연구의 표본추출은 전국 지방경찰청 소속 경찰관서에 근무하는 남 녀 경찰관 353명을 대상으로 설문조사 한 후 가설검증에 이들 표본을 사용하였다. 연구결과 경찰관이 경험한 컴페션과 미덕이 긍정적 감정에 긍정적 효과를 미치는 것이 검증되었고, 긍정적 감정이 조직 동일시 현상에 긍정적 영향을 미치는 것이 확인되었다. 그리고 컴페션과 미덕, 조직동일시 사이의 관계에서 긍정적 감정이 완전 매개 역할을 하는 것으로 나타났으며, 긍정적 감정과 조직동일시와의 관계에서 집단적 자긍심이 조절 역할을 하는 것으로 확인되었다. 본 연구의 이론적 시사점은 엄격한 위계관계가 유지되고 직무스트레스가 높은 경찰 조직에 컴페션과 미덕적 행위를 확산시켜 긍정적인 조직문화를 조성시키는데 기여하게 될 것이다.