• Management & Information Systems Review
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• v.15
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• pp.91-108
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• 2004

In this article, We propose research propositions about correlates of job interest, job difficulty, job effort, and job performance as well as job performance and emotions while working. The purpose of this study is to review existing research on emotions and job performance, particularly emotions at work. The purpose of this article is to review existing research on job performance and emotions, particularly at the job relevant cognitions level. In this study, We propose research propositions about correlates of job performance and emotions while working. The purpose of this article is to develop and propose research propositions about potential correlates of perceived performance at the job relevant level. Correlates include those that should function mainly as antecedents of performance, such as job difficulty, job interest, and job effort in the study are emotions experienced concurrently with job performance. Therefore, We suggest the predictive direction and bivariate relationship of the set of among variables in explaining job performance and emotions.

• Journal of the Korea Society of Computer and Information
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• v.25 no.7
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• pp.193-202
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• 2020

This study conducted a questionnaire survey of 320 security guards to investigate the effects of job stress and job exhaustion on job performance according to the bodyguard's organizational culture. The conclusions obtained through this study are as follows. First, in the organizational culture, the innovation culture was found to have a negative effect on the job stress at the .01 level. Second, organizational culture was found to have no direct effect on job performance. Third, among organizational cultures, market culture was found to have a statistically negative effect on job performance at the .01 level. Fourth, job stress was found to affect job performance statistically as a negative (-) at .001 level. Fifth, job exhaustion was found to affect job performance statistically as negative (-) at .001 level. Sixth, job stress was found to have a mediating effect as negative (-) at the .01 level statistically in relation to the innovation culture of organizational culture and job performance. Seventh, job exhaustion was found to have no statistically significant effect on the relationship between organizational culture and job performance.

• Journal of Family Resource Management and Policy Review
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• v.12 no.2
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• pp.73-93
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• 2008

The purpose of this study was to analyze the effects of workers' human resource development and their recognition of human resource on-the-job satisfaction. A sample of 4,727 workers that was selected from Korea Labor Panel Data was analyzed by t-test and multiple regression, and was tested by causal effects among related variables. The major findings were as follows: First, the workers' recognition of their job performance level vs. educational attainment was affected by their annual income, job status, educational attainment, gender, and experiences of human resource development. Second, the workers' job satisfaction was affected by gender, age, educational attainment, health status, job status, annual income, experiences of human resource development, recognition of their job performance level vs. educational attainment, and recognition for their job availability. Third, the factors that had a causal effect on workers' job satisfaction were educational attainment, gender, age, health status, annual income, and experiences of human resource development. Above all, workers' educational attainment had a strong direct effect on job satisfaction, and annual income had a strong indirect effect on it. From these findings, it can be concluded that workers' effort and trial for development and investment of human resource played an important role in increasing job satisfaction.

• Journal of the Korean Society of Food Culture
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• v.24 no.5
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• pp.525-532
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• 2009

School dietitians are divided into two groups according to their status of employment, school nutrition teachers and dietitians, with the latter being irregularly employed by the institution. In this study, the job satisfaction, communication ability, work performance and importance in feeding services and dietetic counseling of both groups were compared. To accomplish this, 100 regularly employed school nutrition teachers (regularly employed) and 101 dietitians (irregularly employed) were surveyed by questionnaire. The results were as follows: (1) The irregularly employed dietitians showed a lower level of job satisfaction than the school nutrition teachers. This was likely because the school nutrition teachers belonged to the strong inner circle of school teachers and cafeteria workers, and had enough time to prepare for class lectures and consultancy. Conversely, the irregularly employed dietitians generally handle extra office work in addition to their primary duties. Despite these differences, both parties agreed that it was necessary to change the work system. Additionally, school dietitians reported that they had little opportunity for further training for career development. (2) Both parties had good communication skills; however, the irregularly employed dietitians had more conflicts with other staff members than the regular employees. (3) Job performance and job importance level was compared among employees involved in school feeding services and nutrition counseling. No significant differences were observed between dietitians and nutrition teachers in either group (p<0.05). However, the school nutrition teachers showed better skills than school dietitian with respect to public relations, running independent counseling offices, and using effective tools and materials. Job performance level was lower when compared to job importance level for all items, which meant the job was not well performed when compared to the work importance awareness.

• Korean Journal of Social Welfare
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• v.61 no.4
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• pp.137-161
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• 2009

In an effort to identify predictors of job performance, research studies in social work administration has been so far on the individual practitioners' levels of knowledge and skills, which could be used in a workplace. As the theoretical concept of organizational environment was fully introduced into social work administration research, however, studies on practitioners' job performance began to have interest in the team or the organizational level variables as well as individual level variables. Along the course of this tendency, this study attempted to test the effect of individual, team, and organizational level variables on the job performance of human service workers. The individual level variables consisted of knowledge, skills, job satisfaction, personality, and counter-productive work behaviors of workers. The team or the organizational level variables included situational constraint, organizational justice, job characteristics, government-dependency, and inter-organizational cooperation. Multi-level complex survey data collected by cluster sampling method from 314 practitioners in 23 organizations were analyzed using Hierarchial Linear Model. Results showed that both task and contextual performance were affected by individual, team, and organizational level variables in various ways.

• Research in Community and Public Health Nursing
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• v.8 no.2
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• pp.250-261
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• 1997

In Korea, visiting nursing services in pubic health centers have been in place since 1991. The purpose of this study is to compare the job characteristics, job motivation and job performance between visiting nurses and other public health nurses. 196 subjects were sent mailed questionnaires from Aug. to Sep., 1997. The response rate was 65.3%. Data were analyzed by a SPSSWIN program with a t-test, $X^2-test$, ANCOVA. The results were as follows : 1. The level of job ability in visiting nurses was higher than that of other public health nurses, but it was an insignificant difference(t=1.5975, p=.2078). Among job characteristics, skill variety was significantly higher in other public health nurses(t=8.2121, p=.0046); autonomy and feedback were significantly higher in visiting nurses(t=8.1877, p=.0047/t=7.7026, p=.0085). 2. There was no significant difference in the level of job motivation(t=.6485, p=.4216) and in job performance between the two groups (t=2.7393, p=.0995). In job performance, general nursing and organizational jobs were significantly higher in other public health nurses (t=4.8486, p=.1288/t=9.4237, p=.0024). 3. It was reconfirmed that there was, a significant difference in the level of skill variety, autonomy and feedback in analyzing age and career as covariates. 4. Significant positive relationship was found in job characteristics and job motivation(r=.5488, p=.0000). No significant relationship was found in job characteristics and job performance(r=.0486, p=.498). Through these results, it was supported that there were differences in some of the job characteristics and job performance between visiting nurses and other public health nurses. Therefore, it is requested to redesign job standards, training programs and management styles focusing on the job characteristics of visiting nurses.

• Asia-Pacific Journal of Business
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• v.13 no.1
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• pp.197-212
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• 2022

Purpose - The current paper not only investigates the intermediating process of the association between job insecurity and organizational performance, but also tries to find a factor which mitigates the negative influence of job insecurity. Design/methodology/approach - By conducting structural equation modeling(SEM) analysis with survey data from 351 employees, this study tried to identify the mediating effect of organizational trust, as well as the moderating influence of ethical leadership in the job insecurity-organizational trust link. This paper built hypotheses that job insecurity decreases the level of employee's organizational trust, then the level of the employee's organizational trust would influence organizational performance. In addition, ethical leadership would function as a buffering factor between the association between job insecurity and organizational trust. Findings - This paper found that job insecurity had a negative influence on employee's organizational trust, and the employee's organizational trust had a positive influence on organizational performance. The ethical leadership mitigated the negative impact of job insecurity on organizational trust. Research implications or Originality - By empirically delving into the importance of ethical leadership and organizational trust to increase organizational performance, this paper may provide top management and leaders in an organization with important insights that they should adequately monitor and manage the level of ethical leadership and organizational trust.

• The Research Journal of the Costume Culture
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• v.22 no.1
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• pp.28-41
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• 2014

The study focuses on verifying the effects of service education and empowerment on job satisfaction, job performance, and customer orientation. 290 salespeople working for fashion companies participated by completing a survey. The collected data was then analyzed with SPSS 16.0 and AMOS 7.0. Structural equation modeling was used to examine the goodness of fit. Looking at the results of this study, the service education of salespersons in fashion companies was shown to affect their level of satisfaction with their compensation, whereas empowerment affected their psychological satisfaction. These findings indicate that the service training and empowerment as experienced by salespersons working for fashion companies affect their customer orientation and job performance. Specifically, psychological satisfaction as part of the overall level of job satisfaction was found directly to affect their customer orientation, whereas their satisfaction with their compensation did not affect their customer orientation. Customer-orientation as influenced by service education and empowerment was revealed to have direct effect on job performance. The results of this study indicate that the service education of salesperson working for fashion companies and their level of empowerment create job satisfaction and customer orientation in these individuals. This study will be a valuable source of information for those who create salesperson empowerment programs and salesperson management strategies for fashion companies. Such programs and management strategies can facilitate efficient job performance by salespersons working for fashion companies and increase their level of job satisfaction.

• The Journal of the Korea Contents Association
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• v.15 no.10
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• pp.425-435
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• 2015

While managerial coaching has increased popularly as an effective leadership initiative in organization, the relationship between managerial coaching and its effects on performance has not been scholarly well defined. This study examined the role of managerial coaching as a moderator between job characteristics and job performance. Based on the sample of 453 employees in a financial firm, HLM was conducted to test the research model at multiple levels of organizational hierarchies. First, we found that managerial coaching has a direct impact on employee performance. Second, the strength of the relationship between job meaningfulness and job performance is positively related to the level of managerial coaching. Third, managerial coaching positively moderates the association between autonomy and job performance. However, any cross-level moderating effects of managerial coaching on the relationship between feedback and job performance is not observed. These results show that managerial coaching by managers could promote employees' performance through maximizing the impact of job characteristics on employees' motivation.

• Journal of the East Asian Society of Dietary Life
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• v.5 no.1
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• pp.29-39
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• 1995

The purpose of this study was to evaluate job performance of dietitians. The survey also examined differences in job performance of dietitians by institutional classicification, types of task, levels of education and job experience. Data was collected form national samples. Results are summarized as follows. 1. By institutional classification, dietitians working in industry showed lowest score(3.0465${\pm}$.4151), which those working in hospital showed highest score(3.2883${\pm}$.4124) in job performance. 2. By types of task, the score of job performance is in order of hygience management(3.3933${\pm}$.4236), business management(3.3183${\pm}$.5435) and education management(2.3132${\pm}$.7551). 3. By educational level, dietitians who graduated universities scored higher than who graduated junior colleges in general. Specifically, the former had high scores in business management(3.4796${\pm}$.4692) and hygiene management, while the latter had high scores in hygiene management(3.3615${\pm}$.440) and business management, as in order. 4. By job experience, job performance increases after-3 year-experience and peaks in over-10 year-experience. 5. For reasons of negligence in specified taskes, 109 of respondents(22.7%) answered "don't know how to perform" and 108 of them(22.5%) answered "lack of human resources." Also, the lower in job experience the more answered "don't know how to perform" as a reason of negligence a their task(34.5% of below-2 year-experience and 24.2% of junior colleges answered to this reason).