• 산업경영시스템학회지
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• 제20권44호
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• pp.13-32
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• 1997

The modem society has been talked as the age of uncertainty, the age discontinuity and the information society. The future society is forcasted the creativity society. Both the achievement motive and the creativity be suggested as an important factors to accomplish the individual goals and organizational performance. The achievement motive has the major implications in increasing the level of achievement motive between high and low creative group. The employee creativity is the emergence in action of a novel relational product, growing out of the uniqueness of the individual on the hand, and materals, events people or cirumstances of his life on the other. It has been treated as an impotant factor to solve the complex management ploblems for the management. The major purpose of this study are (1) to review the theory of an achievement motivation and the creativity, (2) to provide both management and scholars with the practical and useful implications on the development of the employee cretivity in improving the management performance.

• 산경연구논집
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• 제9권7호
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• pp.71-82
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• 2018

Purpose - This study examined the effects of intrinsic and extrinsic motivation on employee creativity. Past research has consistently shown that intrinsic motivation is positively related to creativity. Yet conflicting results have been reported about the relationship between extrinsic motivation and creativity. To explore the reason why extrinsic motivation can either help or hurt creativity, we examined the role of contingent rewards as a moderator and tested whether either tangible or intangible rewards contingent upon creative performance significantly impact the relationship between extrinsic motivation and creativity. Research design, data, and methodology - Survey data was collected from employees working for diverse organizations in Korea through online research firm. Only employees who reported their job or organization provided opportunities to use their creativity were allowed to continue the survey. Out of 305 initial responses collected, those with too much missing data were deleted, which finally left 278 responses for statistical analyses. To examine the validity of the measurements, confirmatory factor analysis was first conducted. Next, to test the hypothesized relationships, multiple hierarchical regression analyses were conducted. Results - As hypothesized, both intrinsic and extrinsic motivation had positive effects on creativity. It was shown that contingent rewards did not influence the positive relationship between intrinsic motivation and creativity, but did significantly moderate the relationship between extrinsic motivation and creativity in a way that tangible rewards strengthened the relationship while intangible rewards mitigated the same relationship. Conclusions - This research enhances our understanding on the relationship between motivation type, rewards, and creativity. Intrinsically motivated employees showed a high level of creativity regardless of whether rewards were expected or not. In contrast, extrinsically motivated employees showed more or less creative behavior depending on whether they were expected to have tangible or intangible rewards. As extrinsic motivation is typically associated with tangible rewards such as pay, promotion, etc., tangible rewards were seen to be more effective in promoting creative performance from extrinsically motivated employees than intangible rewards. Our findings make a significant theoretical contribution to reconcile prior inconsistent findings. Furthermore, they provide useful insights for managers and organizations into developing effective strategies for facilitating employee creativity.

• 한국콘텐츠학회논문지
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• 제15권10호
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• pp.400-412
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• 2015

본 연구는 ICT기업에서 창의성에 대해 구성원들이 느끼는 변혁적 리더십의 효과를 검증함과 동시에 리더의 감성지능의 조절효과 및 조직신뢰의 매개역할을 검증하였다. ICT기업의 구성원을 대상으로 한 실증분석 결과, 첫째, 리더의 변혁적 리더십은 구성원들의 창의성에 유의미한 정(+)의 영향을 주었다. 둘째, 리더의 변혁적 리더십은 구성원들이 지각하는 조직신뢰에도 긍정적인 영향을 주었다. 셋째, 조직신뢰 역시 구성원들의 창의성에 유의미한 정(+)의 영향을 주었다. 넷째, 변혁적 리더십과 창의성의 관계에서 조직신뢰의 매개역할을 보이지 않았다. 마지막으로 리더의 감성지능은 변혁적 리더십과 창의성의 관계에서 조절역할을 보였다. 즉, 변혁적 리더십과 창의성의 긍정적인 관계는 리더의 감성지능이 높은 집단이 그렇지 않은 집단에 비해 높게 나타났다. 마지막으로 결론을 통해, 본 연구의 시사점과 한계점 및 향후 연구방향을 제시하였다.

• 한국프랜차이즈경영연구
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• 제7권2호
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• pp.5-14
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• 2016

Purpose - Competitive industry structure and recent economic depression challenge a survival of Korean small- and medium-sized food franchising companies (SMFCs), albeit the explosive growth of the Korean food service industry for last few decades. Against this backdrop, it examines how these SMFCs overcome liabilities of smallness and resource scarcity to strengthen competitive advantage in the market. To tackle this, in this article we focus on corporate entrepreneurship and human resources as a knowledge-based asset for these SMFCs. Furthermore, the ratio of employee turnover is high in SMFCs. We view that such brain-drain may result in poor performance of the Korean SMFCs. As such, we pay attention to the role of organizational commitment to an organization as a solution for enhancing individual-level employees' loyalty toward their organization. Research design, data, and methodology - Our research question is to what extent corporate entrepreneurship (i.e., innovative organizational culture, organizational autonomy, and administrative innovation) affects an individual-level attitude toward the organization and, in turn, employee creativity and satisfaction in the Korean SMFCs context. We collected data from employees in SMFCs for three months. A total of 126 valid questionnaires were collected, and analyzed the data using partial least squares path modeling. Results - The reliable and valid measurement model feed into testing the structural model. Our findings suggest that innovative organizational culture and organizational autonomy positively affect employee commitment. Particularly, organizational autonomy has a greater effect than innovative culture on employee commitment. However, the relationship between administrative innovation and employee commitment is not significant. We also find that employee commitment positively affects both employee creativity and satisfaction. Conclusions - Our contribution to the existing franchising business and management literature is twofold. First, the conceptual model includes three antecedents in the organizational entrepreneurship dimension to organizational commitment. Second, we conceptualize organizational commitment as employee commitment, and validate its impact on employee creativity and job satisfaction at an individual performance level. Overall, this article suggests that it is critically important for the Korean SMFCs to develop corporate entrepreneurship in order to facilitate employees' positive attitudes toward their organizations.

• 한국프랜차이즈경영연구
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• 제8권4호
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• pp.21-32
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• 2017

Purpose - In hotel business, how to build the relationship between leader and employees is very important, because it affects on the customer satisfaction. Thus, this research examines the effect of authentic leadership on job performance in the context of hotel industry and identifies mediating roles of organizational engagement, job satisfaction, and creativity in the relationship between authentic leadership and job performance. This study suggests the guidelines for how hotel companies should improve employee productivity and build a desirable organizational culture by presenting employee attitudes and behavioral models that explain the relationship between leaders and employees. Research design, data, and methodology - This study examines the structural relationship between authentic leadership, organizational engagement, job satisfaction, creativity, and job performance from the employee's perspective. Authentic leadership divide into four sub-dimensions such as self-awareness, balanced process of informations, internalized moral perspective, and relational transparency. In order to test the purposes of this study, research model and hypotheses were developed. All constructs were measured with multiple items developed and tested in the previous studies. The data were collected from 114 franchise hotel employees and were analyzed using SPSS 21.0 and Smart PLS 3.0. program. Result - The results of this study are as follows. First, authentic leadership have significant impacts on organizational engagement and creativity, but does not have impact on job satisfaction directly. Second, organizational engagement have significant impacts on job satisfaction and job performance, but does not have impact on creativity directly. Third, job satisfaction has significant impact on creativity, but does not have impact on job performance. Fourth, creativity has significant impact on job performance. Conclusions - The findings of this study indicate that hotel leaders should properly implement the authentic leadership and consider how to build a corporate culture to improve an organizational and employee productivity through authentic leadership. Due to the nature of the hotel industry, which relies heavily on human resources, hotel companies must manage their employees with authenticity in order to increase organizational engagement, job satisfaction, and creativity that affect hotel and employee productivity. If hotel employees perceive their leader's authentic leadership, they show more organizational engagement that increases creativity and leads to job performance. Finally, hotel employees can propose creative ideas only if they will be satisfied with their jobs. Therefore, the leader should develop non-monetary or monetary reward system for the employees and, make an efforts to foster creativity of the employees.

• 동아시아경상학회지
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• 제9권3호
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• pp.57-69
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• 2021

Purpose - The purpose of this research is to test the impact of social connectedness and team psychological safety on the relationship between transformational leadership and employee performance (job performance and practiced creativity), and moderating role of usage frequency of SNS. Research design, data, and methodology - A total of 299 questionnaires, completed by Chinese employees, were analyzed using SPSS 22 and AMOS 22. For the assessment of goodness of fit of the models, TLI, CFI, RMSEA indices were used. Result -The empirical results are as follows. First, social connectedness had a mediating effect in the relationship between transformational leadership and job performance, practiced creativity. Second, team psychological safety had a mediating effect in the relationship between transformational leadership and social connectedness, job performance, practiced creativity. Finally, the moderating effect of frequency of employee SNS usage were not significant. Conclusion -This study analyzes the mediating role of employee social connectedness and team psychological safety on the relationship between transformational leadership and job performance, practiced creativity, which is helpful for the expansion of related theories and provides practical implications for effective human resource management.

• 디지털융복합연구
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• 제16권8호
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• pp.117-128
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• 2018

중국의 급속한 경제 성장은 지속되고 있으나 창의성 측면은 아직 요원하다. 중국 기업의 관리자들은 직원들이 보다 효율적으로 업무를 수행할 수 있도록 장려하는 노하우가 아직 부족하다. 한편 중국 기업에서 일하고 있는 대부분의 직원들은 자신의 업무에 몰입하지 않을 뿐만 아니라 때로는 자신의 업무가 의미가 없다고 생각하는 경우가 많다. 이러한 배경에서 변혁적 리더십은 중국 IT 기업에서 중요한 역할을 할 수 있다. 본 연구의 목적은 중국 심천에 소재한 IT기업에서 근무하는 직원들을 대상으로 업무 및 업무 참여의 의미에 대한 인식을 통해 변혁적 리더십이 직원의 창의력에 미치는 영향을 조사하는 것이다. 이를 위해 사례 IT기업에 근무하는 직원들을 대상으로 광범위한 설문조사를 실시하여 140개의 유효 데이터를 수집하였다. 자료의 통계분석은 SPSS와 AMOS를 이용하였다. 분석결과 일과 노동 참여의 의미를 통한 변혁적 리더십이 직원의 창의력에 유의한 영향을 미치는 것으로 나타났으며 이에 대한 학술적, 실무적 시사점을 제시하였다.

• 한국콘텐츠학회논문지
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• 제15권5호
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• pp.607-619
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• 2015

본 연구는 개인 창의성의 선행변인으로 가족친화적 조직문화와 내재적 동기부여의 효과를 검증함과 동시에 내재적 동기부여의 매개효과와 TMX의 조절효과를 살펴보았다. 가설검증은 구조방정식을 사용하였으며, 연구표본은 ICT기업의 연구개발 및 지원부서의 구성원 229명을 대상으로 하였다. 연구결과 첫째, 가족친화적 조직문화는 개인 창의성에 부정적인 영향을 주었다. 둘째, 가족친화적 조직문화는 내재적 동기부여에는 긍정적인 영향을 미쳤다. 셋째, 조직구성원들의 내재적 동기부여는 개인 창의성에 긍정적인 영향을 미쳤다. 넷째, 가족친화적 조직문화와 창의성의 관계에서 내재적 동기부여는 매개역할을 하였다. 넷째, TMX는 가족친화적 조직문화와 내재적 동기부여의 관계에서 조절역할을 하였다. 그러나 가족친화적 조직문화와 창의성 또는 내재적 동기부여와 창의성의 관계에서 TMX의 조절역할은 검증되지 않았다. 마지막으로 토의 및 결론을 통해, 본 연구의 시사점과 한계점 및 향후 연구방향을 제시하였다.

• 한국콘텐츠학회논문지
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• 제19권8호
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• pp.513-524
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• 2019

본 논문의 목적은 일터영성이 팀 생산성에 미치는 영향과 이들의 관계 속에서 창의성의 매개효과를 연구하는 것이다. 최근 한국에서는 조직의 실무자들과 연구자 그룹에서 일터영성에 대한 관심도가 지속적으로 증가하고 있다. 반면, 한국 조직의 맥락에서 일터영성에 대한 다양한 연구들은 아직 부족한 상황이다. 이에 본 연구에서는 일터영성과 팀 생산성, 그리고 창의성의 관계에 대해 살펴보는 것이다. 창의성은 내적 동기와 긍정적인 관계를 가지고 있다. 일터 영성은 내적 동기요소로서 임직원의 창의성을 촉진하는 것 뿐 아니라 이를 통해서 조직의 성과에도 효과적인 영향을 미칠 수 있다. 본 연구에서는 국내 기업 임직원 514명을 대상으로 실증연구를 실시하였다. 일터영성 세 가지 요소인 내적 삶과 의미 있는 일, 그리고 조직소속감은 창의성에 긍정적 영향을 주었다. 또한 창의성은 일터영성과 팀 생산성의 관계를 매개하였다. 이에 따라 이론과 실무적 차원의 시사점을 기술하였다.

• The Journal of Asian Finance, Economics and Business
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• 제7권11호
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• pp.809-816
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• 2020

This study tests and analyzes the influence of empowering leadership on employee creativity which is mediated by psychological empowerment. Researchers conduct survey method on state-owned bank employees (ABC Bank) in Pacitan, East Java, Indonesia. Purposive sampling is selected with Likert scale as measurement. The population of this study is 166 respondents, who are permanent employees of the ABC Bank. The data analysis technique used is SPSS 24. The results of this study find that: (1) there is an influence of empowering leadership on psychological empowerment, (2) there is an influence of empowering leadership on individual creativity, (3) there is an influence of psychological empowerment on individual creativity, and (4) the influence of empowering leadership on individual creativity is mediated by psychological empowerment. This study ignores other types of leadership. Further study is needed to examine other types of leadership besides empowering leadership. The level of analysis of this study is individual, so further study could examine empowering leadership conceptualized at the group level because followers will be influenced not only by the dyadic relationship with the leader, but also by the dynamics of the members of the empowered group. This study provides theoretical enrichment from the aspect of empowering leadership, especially at the individual level. Leaders can increase employee creativity by empowering them to do their jobs. Additionally, by creating a work environment that ensures employees feel empowered psychologically.