• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.5
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• pp.109-124
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• 2021

This study tried to verify the causal relationship that SMEs' organizational culture and self-efficacy would affect job crafting and job satisfaction. Unlike previous domestic studies that have been studied for organizational culture at the organizational level and self-efficacy at the individual level, this study tried to verify the interaction between job crafting and job satisfaction using different mechanisms as antecedent factors. In order to verify the research model of this study, questionnaires of 144 small and medium-sized enterprises (SMEs) workers located in Seoul and metropolitan areas were analyzed. Factor analysis and correlation analysis were performed to verify the reliability and validity of the research model on the relationship between variables, and empirical analysis was performed using regression analysis and mediation effect analysis to verify the hypothesis. The results of the study were first, that organizational culture and self-efficacy had a positive (+) effect on job crafting. On the other hand, relationship-oriented culture and hierarchical-oriented culture, which are sub-factors of organizational culture, were found to be insignificant. Second, organizational culture and self-efficacy were found to have a positive (+) effect on job satisfaction. On the other hand, it was found that market-oriented culture and hierarchical-oriented culture, which are sub-factors of organizational culture, were not significant. Third, job crafting was found to have a positive (+) effect on job satisfaction. On the other hand, it was found that the sub-factors of job crafting, disruptive job demands and social job resources, were not significant. This means that organizational culture partially affects job crafting and job satisfaction of SMEs, and job crafting also partially affects job satisfaction. The implications of this study are first, suggesting the meaning of SME organizational culture for stable and efficient human resource management for SMEs suffering from low productivity and high turnover rate. Second, it was meaningful to understand the possibility of introducing job crafting as an effective job management plan for SMEs. Third, in the current situation where there are few cases of practical introduction of job crafting, research on understanding job crafting for SMEs and improving job satisfaction is thought to be helpful in improving the productivity of SMEs.

• Journal of Korean society of Dental Hygiene
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• v.2 no.1
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• pp.63-83
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• 2002

The purpose of this study was to serve as a basis for more efficient dental hygienist human resources utilization and for determining some of the right directions for supplementary education for dental hygienists, by examining how they actually worked and what they thought of job-related things. The subjects in this study were 537 dental hygienists who participated in a seminar by the Korea Dental Hygienist Association. After a survey was conducted, the following findings were given: 1. 50.2% of the dental hygienists investigated completed legally required eight-class education. Those who worked in clinics took less supplementary education classes than the others in the other types of dental institutions. The main reason they didn't receive supplementary education was financial burden and uncooperative employers. 73.2% took supplementary education at the association or its branches. The association was most favored by those in clinical sector as a place that provides supplementary education, followed by its branch and university in the order named. And the dental hygienists in public health sector preferred university most, and the next best favored one was the association and its branch in the order named. Those in clinical sector hoped to acquire clinical information on patient management, implant or aesthetics, and the dental hygienists in public health sector wanted to learn about health administration, public oral health operations and oral health education, which were different from what those in clinical sector wanted. 2. Regarding the period of service, 492% had worked for three years or more. This fact suggested that their service term and average age continued to grow. And they thought they would decide the retirement time on their own. 3. The most common yearly income ranged from 12 million won to 16 million won(40.7%). For-those in clinics, yearly income was 14.36 million won, and that of the dental hygienists who had worked for less than 3 years was 12.90 million won. 4. The Korea Dental Hygienist Association was most required to protect the rights and interests of the members and offer new knowledge and technology. 5. The largest group of them were engaged in patient management, and this type of job also was the most favored one for them to do. The greatest number of the dental hygienists in public health sector were in charge of dental treatment. 6. Concerning their turnover rate, 492% had never changed their occupation. Specifically, 70.0% of the respondents who had worked for less than 3 years had have no experience to do that. The time constraints for self-development and conflicts with other workers were the cause of their turnover. Those in dental hospital and general hospital changed their occupation chiefly due to the lack of time for self-development, and for the dental hygienists in clinics, the conflicts with other workers were the main reason. The above-mentioned findings suggested that the way the dental hygienists looked at things was undergoing change. The service area made a difference to their preference for the type of supplementary education and institution in charge of it, as those in public health and clinical sectors had a different opinion. And the dental hygienists in clinical sector had a different opinion as well, according to service area, about salaries, reason of not taking supplementary education, preferred type of supplementary education, cause of turnover, and type of occupation to which they hoped to change employment. To utilize and supply human resources in a more stabilized manner, job description should be more segmented, standardized and classified clearly, and dental hygienists should be motivated to perform their substantial jobs, including oral disease prevention, oral prophylaxis and oral health education. To make it happen, it seems that dentists are required to have a clear understanding of dental hygienist job and to change the way they look at it.

• Journal of dental hygiene science
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• v.14 no.4
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• pp.563-570
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• 2014

The purpose of this study was to investigate the degree of verbal violence against dental hygienists, their emotional reaction and the relation between their intention of job transfer and verbal violence so that it could offer the basic data for developing the way how to cope with verbal violence and for improving their performance. Two hundred fifty-seven dental hygienists working for dentists' in Busan were interviewed from May 17 to 31, 2014 to collect data, of which analysis was as follows: 1) As a result of verbal violence done by patients and their guardians, 80.5% said that they experienced crude language with 17.5% forceful and imperative sentence, and 13.2% ignorant statements about their job. They were exposed to verbal violence once or twice every 6 months. As a result of researching verbal violence of co-working senior or junior hygienists, 52.1% answered that their co-working senior or junior hygienists talked crude language and 38.1% said their co-workers happened to say crude language to them. The crude language experience was relatively high as 20.2% and once or twice a week. As a result of verbal violence done by dentists, 47.5% said that they've heard crude language and 34.6% said that they experienced forceful and imperative sentence. 2) The overall average of the intention to transfer their job was $3.06{\pm}1.03$, while the highest intention of job transfer was $3.11{\pm}0.91$ where they said I have once wanted to transfer my job. 3) As a result of seeing the relation among verbal violence, emotional reaction and the intention of job transfer, there was co-relation between verbal violence and the patients' age (p<0.01); there were also co-relation between verbal violence of patients, co-workers and dentists (p<0.01). There was also significant relation between emotional reaction on verbal violence and their intention of job transfer (p<0.001).

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.7
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• pp.228-236
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• 2016

The purpose of this study was to explore the effects of transformational leadership as perceived by nurses working in medical institutions on their work attitudes using psychological capital as a mediating variable. Subjects were 201 nurses working in three general hospitals located in Seoul with more than 300 beds, and SPSS Windows 20.0 and AMOS 20.0 were used for data analysis. As the results of the analysis, transformational leadership had direct effects on psychological capital (.68, p=.007), turnover intention (-.34, p=.008), and meaning of work (.11, p=.007), whereas psychological capital had direct effects on meaning of work (.26, p=.009) and turnover intention (-.07, p=.041). In addition, transformational leadership had indirect effects on turnover intention (-.05, p=.087) and meaning of work (.18, p=.004). The results of this study can be used as a base material in the development of programs to exert positive effects on nurses' work attitudes.

• Journal of Korean Dental Hygiene Science
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• v.4 no.2
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• pp.9-18
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• 2021

Background: Based on the individualistic approach of experienced dental hygienists, this study attempted to provide basic data to find effective measures of human resource management by analyzing the correlation between organizational socialization and professional self-concept. Methods: Dental hygienists currently working in the Daegu area were evaluated. Nine questions related to duties, twenty-seven questions related to professional self-concept, and thirty-eight questions related to organizational socialization were included in the study. The reliability was professional self-concept (Cronbach's α = 0.859) and organizational socialization (Cronbach's α = 0.840). Results: Of the total 135 points for professional self-concept, the mean score of the participants was 62.67±8.45 points. In the sub-area, flexibility was the highest at 19.28±2.46 points, and communication was the lowest at 9.69±1.44 points. Of 190 points, organizational socialization averaged at 123.40±12.82 points. In the subarea, personal characteristics were the highest at 30.37±3.71 points, and occupational identity was the lowest at 10.34±1.94. Higher age (F=30.89, p<0.000), marital status (F=10.22, p<0.002), graduate or higher educational qualification (F=9.16, p<0.000), were associated with a higher position (F=20.62, p<0.000) and work experience (F=22.66, p<0.0000), when there was no intention to turnover (F=8.05, p<0.000). Organizational socialization was higher in participants with higher age (F=7.89, p<0.000), educational qualification (F=8.02, p<0.000), and position (F=5.12, p<0.007); higher work experience in general hospital (F=4.50, p<0.012); no intention to turnover (F=7.450, p<0.000); and no intention to turnover (F=24.46, p<0.000). Organizational socialization showed a significant positive correlation with professional self-concept (r=0.721, p<0.000); job performance and skills (r=0.615, p<0.000) and organizational commitment and satisfaction (r=0.610, p<0.000) showed a high positive correlation. Turnover intention (β=0.213, p<0.000) was found to have a significant effect on organizational socialization. Leadership (β=0.168, p<0.05) and satisfaction (β=0.483, p<0.000) were found to have a significant effect. The total explanatory power of this variable was 62.7%. Conclusion: To ensure successful organizational socialization, human resource management should be performed through regular verification, which can result in improved quality of dental care services.

• Korean Journal of Social Welfare
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• v.59 no.3
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• pp.201-227
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• 2007

This study is to investigate determinants of social workers' career commitment, compare the level of career commitment of social workeks by social work organization, and analyze the effects of career commitment on job attitudes. Social workers working for government agencies and community welfare centers and institutions in Busan city and Gyeongnam province were surveyed using structured questionnaires and 326 usable questionnaires were obtained. The questionnaires were analyzed for job, career, role, and organizational justice characteristics models and comprehensive model using SPSS/PC+.. The results are as follows; the level of social worker's career commitment was relatively high but the level of career commitment of social workers working for government agencies was slightly lower than that of social workers working for private agencies. According to the demographic characteristics, the level of career commitment of males was higher than that of famales. That of older workers was higher than that of younger worker, that of 2nd rank workers was higher than that of 1st rank workers. Task significance, task identity, feedback for the job done, career satisfaction, low role conflict, high distributive justice and interactive justice were related to higher level of career commitment while the skill variety was related to the lower level of career commitment. However, the main determinants differ according to the social work organization. Career commitment affected negatively on the career turnover intention while it affected positively on organizational commitment, organizational citizenship behavior, job involvement, and intrinsic job satisfaction. Therefore, different approaches and systematic measures are needed according to the organization.

• Journal of Korea Entertainment Industry Association
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• v.13 no.1
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• pp.235-243
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• 2019

The purpose of this study was to positive psychological capital on the Communication competence and Job Satisfaction, of Geriatric hospital Nurses. Data were collected using questionnaires from 255 Geriatric hospital Nurses located in G Metropolitan City with over one year career experiences. The collected data was analyzed by descriptive statistics, pearson's correlation coefficient and stepwise multiple regression using IBM SPSS 23.0 program. The mean scores for the positive psychological capital(3.23±.49), Communication competence(3.56±.47) and job satisfactions (2.88±.55). Second, positive psychological capital positive mentality has positive correlations with communication capital and job satisfaction. Third, Optimism have statistical significance on communication competence in 33% level. Hope has positive correlations with job satisfaction in 6% of an explanatory power. As a conclusion, it is necessary to lower the turnover rate of nursing homes for the elderly and increase the job satisfaction effect, many factors related to positive psychological capital are continuously found in order to solve the nursing workforce of geriatric nursing hospitals.

• Korean Security Journal
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• no.48
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• pp.9-33
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• 2016

The purpose of the present study was to find out cause-and-effect relationship between job requirements and job resources, with job burnout as a mediator variable, and the effects of these variables on organizational effectiveness. The population in the present study was private security guards employed by 13 private security companies in Seoul and Gyeonggi-do areas, and a survey was conducted on 500 security guards selected using purposive sampling technique. Out of 460 questionnaires distributed, 429 responses, excluding 31 outliers or insincere responses, were used for data analysis. For analysis, data were coded and entered into SPSS 18.0 and AMOS 18.0, which were used to analyze the data. Descriptive analyses were performed to find out sociodemographic characteristics of the respondents. The exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were used to test the validity of the measurement tool, and the Cronbach's Alpha coefficients were calculated to test the reliability. To find out the significance of relationships among variables, Pearson's correlation analysis was performed. Covariance Structure Analysis (CSA) was performed to test the relationship among latent factors of a model for job requirements, job resources, job burnout, and organizational effectiveness of the private security guards, and the fitness of the model analyzed with CSA was determined by the goodness-of-fit index ($x^2$, df, p, RMR, GFI, CFI, TLI, RMSEA). The level of significance was set at .05, and the following results were obtained. First, even though the effect of job requirements on job burnout was not statistically significant, it had a positive influence overall, and this result can be considered such that the higher the perception of job requirements by the member of the organization, the higher the perception of job burnout. Second, the influence of job resources on job burnout was negative, which can be considered that the higher the perception of job resources, the lower the perception of job burnout. Third, even though the influence of job requirements on organizational effectiveness was statistically nonsignificant, it had a negative influence overall, and this result can be considered that the higher the perception of job requirements, the lower the perception of organizational effectiveness. Fourth, job resources had a positive influence on organizational effectiveness, and it can be considered that the higher the perception of job resources, the higher the perception of organizational effectiveness. Fifth, the results of the analysis between job burnout and organizational effectiveness revealed that, even though the influence of job burnout on organizational effectiveness was statistically nonsignificant, it had partial negative influences on sublevels of organizational effectiveness, and this may suggest that the higher the perception of job burnout by the organization members, the lower the organizational effectiveness. Sixth, the analysis of mediating role in the relationship between job requirements and organizational effectiveness, job burnout was taking partial mediating role between job requirements and organizational effectiveness. These results suggest that reducing job burnout by managing job requirements, organizational effectiveness that leads to job satisfaction, organizational commitment, and turnover intention can be maximized. Seventh, the analysis of mediating role in the relationship among job requirements, job resources, and organizational effectiveness, job burnout was assuming a partial mediating role in the relationships among job requirements, job resources, and organizational effectiveness. These results suggest that organizational effectiveness can be maximized by either lowering job requirements or burnout management through reorganizing job resources.

• Journal of Korean society of Dental Hygiene
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• v.16 no.3
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• pp.435-446
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• 2016

Objectives: The purpose of the this study is to investigate parenting stress of married dental hygienists having preschool and school aged children. Methods: A self-reported questionnaire was completed by 242 married dental hygienists from September to December, 2015 via e-mail and ordinary mail. The questionnaire consisted of demographics, job-related characteristics, family life satisfaction, and parenting stress. The data were analyzed using Stata 13.0 program. Results: As for job-related characteristics, 36.6% of the subjects answered 'not possible' in work hour flexibility. The reasons why family-work balance is difficult were 'parenting and education(58.7%)' and 'burden of family-work balance(32.4%)'. Family life satisfaction was 3.03, and parenting stress was 2.41. Parenting stress gets higher if their children are younger, monthly income is lower, and mother/father's age are lower. And parenting stress becomes higher if their career as dental hygienists is less, they are contract worker, and frequency to change jobs is higher. Concerning the reason why work-family balance is difficult, parenting stress is found to be high when they choose 'parenting and education', 'burdens of work-family balance', and 'relationship in workplace'. Family life satisfaction reduced parenting stress. According to the results of multiple linear regression analysis, frequency to change job influences parenting stress. Conclusions: Parenting stress increases turnover and career interruption of married dental hygienists. It is hard to improve work environment without policy support. It will be necessary to establish policy for employed mothers and create a work atmosphere where the policy can be utilized without difficulty.

• Korean Journal of Occupational Health Nursing
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• v.26 no.4
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• pp.236-246
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• 2017

Purpose: This study aimed to investigate the relationships among job characteristics, knowledge sharing, organizational culture, and organizational commitment in occupational health nurses (OHN) and clinical nurses (CN) to identify factors that might influence organizational commitment. It aimed to contribute to the improvement of knowledge management in health care organizations, including industrial workplaces and hospitals. Methods: A convenience sample of 188 nurses, specifically 100 OHN and 88 CN, was selected. Data were analyzed with descriptive statistics, t-tests, correlation coefficients, and multiple regression analysis. Results: OHNs had a significantly higher education level and current work experience; higher proportion of participants with contract employment status, day work shift, less turnover experience, good lifestyle; and higher scores on organizational culture ($3.3{\pm}0.61$) and organizational commitment ($3.1{\pm}0.60$). Additionally, the correlations among organizational commitment, job characteristics, knowledge sharing, and organizational culture ware higher (r=.38~.57) among OHNs as compared to those among CNs. Further, the organizational commitment of OHNs was significantly influenced by knowledge sharing, organizational culture, working hours, and salary ($R^2=.32$), while that of CNs was influenced by organizational culture and life event stress ($R^2=.11$). Conclusion: There is a need to develop measures to enable nurses to contribute to the improvement of knowledge management in health care organizations as major human resources, by including interventions for the major factors leading to between-group differences in organizational performance.