• Management & Information Systems Review
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• v.7
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• pp.265-292
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• 2001

This paper examines what determines the use of contingent workers in Korean Department Stores. Drawing on internal labor market, transaction cost & agency, and bureaucracy theories, I hypothesize that four factors affect the use of contingent workers: job characteristics, HRM, occupation, and organizational characteristics. Data from a sample of employers surveyed by the author in 1997 were used to test the hypotheses, and analyses showed the following results. First, consistent with job-based perspective, we find that such job characteristics as firm-specific skill and the level of skill significantly affect the use of contingent workers. But job standardization and outcome measurability have no effects of its use. Second, also we find significant effects on the use of contingent workers of such HRM as scrutiny on employee selection and promotion system. The promotion system has expected effect on its use, but scrutiny on employee selection has opposite effect. Third, we find that occupation significantly affects the use of contingent workers, especially the extent of use of contingent workers of sales service is as five hundred times as that of managerial occupation. Fourth, also consistent with organizational-based perspective, we find that the firm's size significantly has positive effects, and affiliate company and labor union have negative effects. That is, the larger firm's size is, the more possibility of use of contingent workers exists, and the possibilities of its use reduce in case of affiliate company and in front of labor union. Finally, we discuss the implications and limits of theses findings.

• Asia-Pacific Journal of Business
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• v.12 no.2
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• pp.131-143
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• 2021

Purpose - The main purpose of this study is to investigate service industry employee' perceptions of Work-Life-Balance (WLB) and the influences of these perceptions on their overall Quality of Life (QOL). The study hypothesizes that employees' overall Quality of Life is influenced by Work-Life-Balance. Design/methodology/approach - The target population for this research consisted of service industry employees. The data was collected using the online-survey method and 449 usable responses were analyzed using AMOS program. Findings - The results indicated that psychological environment and family environment positively affected overall quality of life each, and work environment negatively influenced on overall quality of life. Research implications or Originality - Despite the importance of Work-Life-Balance (WLB), most of previous studies have investigated WLB from company perspective while limited research has examined employees' WLB perceptions. The findings of this study enrich knowledge of WLB from employee perspective especially in service industry.

• Asia-Pacific Journal of Business
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• v.12 no.4
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• pp.41-52
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• 2021

Purpose - This study is to identify the relationship between the gap of in-role behaviour (IRB) on employee's interpersonal behaviour with the different perspective considering this behaviour as a social action that employees show in their work life, away from the perspective of conventional research that treats IRB as task performance. Design/methodology/approach - This study focus on the level of IRB gap that individuals have with their colleagues and its effect on the interpersonal behaviours such as helping and incivility instigation. The higher the level of difference, the more likely it would negatively affect their interpersonal behaviour through stress. The analysis was conducted on 250 employees of Korean companies through partial least squares structural equation modelling. Findings - The analysis shows that IRB gaps have a negative effect on employee's fully helping, and partly instigated incivility, in mediating stress. Implications based on the results of the study were presented in the conclusion. Research implications or Originality - The approaches and findings thus study showed are unique because most of existing studies have not tried to focus on the gap of in-role behaviour between employees and their colleagues. This study can give novels inspirations to other researchers in the related field.

• The Korean Journal of Franchise Management
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• v.8 no.4
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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.

• Korean Journal of Construction Engineering and Management
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• v.20 no.4
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• pp.94-103
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• 2019

The active engagement of the organization employees in the quality management activities of the construction project promotes the achievement of successful management performance. This study seeks to find a mechanism to promote employee engagement. The preceding factors that promote employee engagement through previous research are employee rewards system and satisfaction. In order to verify the proposed research model, sample data of 232 construction project employees were collected and analyzed through a structural equation model. As a result of the study, it was confirmed that all the proposed variables had a significant effect on the employee engagement and the moderate effect according to the employee's position and labor contract. The results of this study are expected to provide useful theoretical and practical implications for researchers and managers seeking ways to promote the engagement of organization employees from a broader perspective for the activation of quality management activities of construction companies.

• Journal of the Korean Society of Food Culture
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• v.23 no.2
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• pp.163-171
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• 2008

The purpose of this study was to measure employee ‘awareness’ and ‘practice’ of business ethics in the foodservice industry, and to determine possible correlations between these two variables. Self administrated questionnaires were completed by 1003 employees and data were analysed to ascertain frequency, factor, reliability, correlation and canonical correlation. Two factors were obtained from factor analysis of business ethics(BE) awareness; “Organizational awareness”, and “Individual awareness”. Similarly, two factors were also obtained for business ethics practice; “Systematic practice”, and “Compensatory practice”. Canonical correlation analysis produced two significant functions. For canonical function 1, it was found that organizational awareness of BE was positively correlated with systematic practice. For canonical function 2, it was found that individual awareness of BE was negatively correlated with the compensatory practices of BE. The findings of this study demonstrate that higher organizational awareness of business ethics in the foodservice industry led to higher systematic practices of BE, while higher individual awareness of BE led to lower compensatory practices of BE. In conclusion, higher organizational awareness of BE places a higher priority on building an external system from an institutional perspective, while higher employees awareness of BE leads to higher expectation from the company, resulting in relatively low compensatory practices.

• Journal of the Korean Society of Clothing and Textiles
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• v.34 no.7
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• pp.1220-1231
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• 2010

This study examined customer misbehaviors in retail settings by identifying behavioral patterns and exploring behavioral backgrounds and consequences from the employee's perspectives. Qualitative data were collected from an individual interview method, and 222 interviews were analyzed. Customer misbehavior was categorized into unethical returns, problem behaviors in service encounters, unreasonable demands, shoplifting/fraud, ill-mannered behaviors, and selfish behaviors. Behavioral backgrounds included dissatisfaction, unreasonable expectations, actively benefiting of service failures, taking advantage of service standards, illegitimate complaints, monetary gains, transferring responsibility, and demanding special treatment. Employees experienced stress facing misbehaving customers with no other choice except to accept misbehaviors and learned misbehaviors as customers themselves. The study further discusses the implications.

• Knowledge Management Research
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• v.22 no.1
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• pp.155-181
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• 2021

The purpose of this study is to verify the correlation between leader's machiavellianism and turnover intention. To this end, we tried to investigate the overall mechanism of the research model through the mediating effect of hindsight bias. To verify the hypothesis, surveys were conducted twice with 335 employees working at companies with more than 300 employees in various occupations. As a result of the study, first, it was found that the machiavellianism of the leader had a positive significant effect on the employee turnover intention. Second, it was found that hindsight bias had a positive significant mediating effect between the leader's machiavellianism and employee turnover intention. It can be inferred that the higher the machiavellianism tendency of the leader, the higher the hindsight bias is experienced and the negative impact on the effectiveness of the organization, the higher the employee turnover intention. Therefore, this study in-depth verifies the mechanism between the leader's machiavellianism, hindsight bias, and employee turnover intentions, suggesting new implications from a perspective different from the existing research flow, and suggesting future research tasks and limitations on the role of leaders.

• Management & Information Systems Review
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• v.33 no.2
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• pp.155-170
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• 2014

The purpose of this study is to inquire into the relationship between customer-employee exchange and organizational commitment. To achieve the purpose of this study, preliminary studies on customer-employee exchange, Big 5 character-types and organizational commitment after an overview of these variables were examined to design research models and set up research issues. To verify the research issues, a survey was carried out on employees at beauty shops located in Seoul, Gyeonggi, Busan and Ulsan areas. Questionnaires of collected 374 copies were used for a statistical analysis. The results of empirical analysis disclosed in this study are summarized as follows. First, customer-employee exchange had a positive effect on organizational commitment. Second, conscientiousness and openness of Big 5 character-types had a moderating effect on the relationship between customer-employee exchange and organizational commitment. But extraversion, neuroticism and agreeableness of Big 5 character-types had no moderating effect. The implications available through findings stated above are as follows. First, this study confirmed that good customer-employee exchange improves members' emotional commitment to organization. Second, in practical perspective, it may be effective to select employees with high openness and conscientiousness of character traits.

• Journal of Global Scholars of Marketing Science
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• v.17 no.4
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• pp.1-22
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• 2007

Customer satisfaction is important in an increasingly competitive and global marketplace. This implies that customer service is a critical factor for many organizations. In service encounter context, customer satisfaction is affected by employees' attitudes and behaviors. Accordingly, service firms have been focusing on selecting high quality of service employees, which resulted the ability to identify and select quality service- or customer- oriented employees to become critical for an organization's success. It was suggested that customer service orientation links to performance and subsequent organizational revenue. Moreover, it was found that service encounter failures were among the major reasons for customers' service switch. Therefore, the selection of customer service oriented employees is a key factor in establishing customer service - a potential source of sustained competitive advantage. However, the measurement of employee service orientation is more confusing than that of definitive answers. The difficulty of measuring service orientation is attributed to the use of broad versus narrow measures of personality. Advocates for the broad perspective prefer using basic personality constructs, such as the Big Five personality traits. On the contrary, the latter prefer a construct-oriented approach of personality research that provides a better measure of job performance because it requires the specification of the relationship of the personality traits with multiple dimensions of job performance. The customer service orientation was defined as "a set of basic individual predispositions and an inclination to provide service, to be courteous and to be helpful in dealing with customers and associates." Similarly, it is a fact that the Big five personality traits are predictors of customer orientation, and employee's self- and supervisor performance. They propose that basic personality traits may be too far removed from focal service behaviors to be able to predict specific service behaviors (customer orientation) and service worker performance. Also, customer orientation is defined as "an employee's tendency or predisposition to meet customer needs in an on-the-job context." This means that people who have job-relevant personality traits such as concern, empathy, and conscientiousness will be more adept at customer service than people who do not possess these traits. However, little attention has been given to the exploration of the service orientation of customer-contact employees who play a key role in creating satisfactory service encounters in the hospitality industry except for Kim, McCahon, & Miller (2003)'s study, especially in family restaurants context. Thus, the purposes of this study are to examine and validate the customer service orientation of customer-contact employees using the instrument developed by Donavan (1999) in Korean family restaurants, because the scale was developed to measure the personality traits related job behaviors. And this study explores the relationships between customer service orientation, job satisfaction, organizational commitment, and self service performance using structural equation modeling (SEM). And this study explores the relationships between customer service orientation, job satisfaction, organizational commitment, and self service performance using structural equation modeling (SEM). For these purposes the author developed several hypotheses as follows: H1: Employee's service orientation is associated with service performance. H2: Employee's service orientation is positively associated with job satisfaction. H3: Employee's service orientation is positively associated with organizational commitment. H4: Service performance is positively associated with job satisfaction. H5: Service performance is positively associated with organizational commitment. H6: Job satisfaction is negatively associated with organizational commitment. The data were collected from 278 employees in 5 deluxe hotels located in Pusan, Korea. The researcher contacted the manager of the restaurants, and managers consented to administer surveys to their employees. The survey was executed during one month period in the October of 2007. The data were analyzed with structural equation modeling with LISREL 8.7 W. The result of the overall model analysis appeared as follows: $X^2$=122.638 (p = 0.00), df=59, GFI=.936, AGFI=.901, NFI=.948, CFI=.971, RMSEA=.0625. Since the result of the overall model analysis demonstrated a good fit, we could further analyze our data. The findings can be summarized as follows: First, the greater the employee service orientation, the greater the service performance. Second, the greater the employee service orientation, the greater the job satisfaction. Third, the greater the employee service orientation, the greater the organizational commitment. Fourth, the greater the service performance, the greater the job satisfaction. Fifth, the greater the service performance, the greater the organizational commitment. Finally, the greater the job satisfaction, the greater the organizational commitment. Seventh, the greater the customer satisfaction, the greater the customer loyalty.