• Korean Security Journal
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• no.14
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• pp.125-140
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• 2007

This study was to analyze structural equation modeling of organizational culture, human resource management and organization performance in the private security corporation. To attain the goal of the study described above paragraphs, the employee of private security corporation located in Seoul, 2006 year were set as a collected group. Then, using the cluster random sampling method, finally drew out 300 peoples and analyzed 250 peoples in total. The material collection device was the brochure named . The validity of instrument was confirmed by confirmatory factor analysis(CFA) The result of reliability check up was here below; Chronbach' ${\alpha}=.724$. To analyze materials, correlation analysis, CFA, SEM were used as statistic analysis techniques. The conclusion based on above study method and the result of material analysis are follows; First, organizational culture influences on the human resource management. Second, organizational culture influences on the organizational performance. Third, human resource management influences on the organizational performance. Particularly, organizational culture influences indirectly on organizational performance throughout human resource management. Human resource management is very important variable mediating organizational culture and performance.

• The Journal of the Korea Contents Association
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• v.15 no.10
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• pp.292-304
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• 2015

The purpose of this study was to investigates the relationship among nurses' organizational culture, verbal abuse by doctor and nurse, job stress. A survey using a structured questionnaire was conducted with 235 nurses of 4 hospitals. Collected data were analyzed with mean, standard deviation, t-test, correlation analysis, stepwise multiple regression. This study reported the culture is different depending on the hospitals. And relation-oriented culture had a significant positive correlation to verbal abuse by doctor and nurse and innovation for verbal abuse by doctor. Respectively showing explanatory power job stress score serving as the major predictor variable for relation-oriented culture and verbal abuse by nurse 6.5%. The results of this study suggest that type of organizational culture should be regarded as important factors of job stress and verbal abuse. The results imply that hospital administrators should pay attention to the organizational culture to decrease their job stress through effective communication programs.

• The Journal of the Korea Contents Association
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• v.12 no.2
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• pp.292-300
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• 2012

This study was carried out in order to verify the influence that social welfare trust organizational culture and level of empowerment. The study object 656 copies of guns were used to analysis to social worker engaged in to the community welfare agency, old man welfare agency, disabled welfare agency which was social welfare use facilities. Organizational culture and empowerment as it was for an independent variable analyzed correlation to trust and executed regression analysis to grasp a degree of an influence to be mad to trust. Research result, first, Organizational culture appeared to what I affected to trust social group culture, development cultural artist and second, Level of empowerment of social worker appeared to what I affected to trust own a task meaning result and self-determination. There's social welfare is organized in order to improve social welfare gratitude confidence, and it is group culture and development culture, and an level of empowerment to recognize a social welfare private house gives meaning anger to a task and self-determination had to heighten it.

• Journal of Information Technology Services
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• v.19 no.6
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• pp.55-82
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• 2020

This study examined the factors that influence the turnover intention, job performance of call center representatives based on the adaptive structuration theory (AST). This study intended to empirically examine how individual characteristics of representative affect the technological and task adaptation, how they affect job performance and turnover intention. On the other hand, this study also explains how rational culture and organization a reputation which are considered as dimensions of organizational characteristics affects organizational commitment, and verifies the relationship between organizational commitment and job performance and turnover intention. Finally this paper aim to provide academic and practical implications. In order to solve the above research problems, this research proposed a model based on the adaptive structuration theory. In order to identify the relationship between the proposed variables and the AST for individual, we conducted an empirical test on the call center representatives. The structural equation model was used to verify the research model and hypotheses. The results of the empirical analysis show that the personal characteristics of counselors, such as communication skills, multitasking abilities, and innovativeness have a positive effect on skill adaptation, and skill adaptation has a positive effect on task adaptation, furthermore, it influences on job performance and turnover intention Respectively. In addition, among the factors of organizational environmental dimensions of the call center, it was found that organizational reputation not only increase continuance commitment but also increase normative commitment. Contrary to our expectations, perceived rational culture didn't have a positive effect on organizational commitment. Also, continuance commitment and normative commitment are valid predictors of job performance, but they have nothing to do with turnover intention. On the contrary, emotional commitment is the only one variable among three dimensions of organizational commitment have a positive effect on turnover intention, but is not a valid predictor of job performance.

• Journal of Korea Society of Industrial Information Systems
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• v.27 no.3
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• pp.59-88
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• 2022

As the open innovation paradigm spreads, the ability to search for new external knowledge and combine it with the organization's existing knowledge has been cosidered to play an important role in improving business performance of a company. This study empirically analyzed the influence of such organizational variables as empowering leadership, organizational learning culture, and interdepartmental cooperation on business performance of innovative technology SMEs focusing on the mediating effects of absorption capacity. For this purpose, a survey was conducted on 15,227 INNOBIZ SMEs, and 326 usable questionnaires were collected and analyzed using the structural equation model. Statistical analyses showed that the direct influence of empowering leadership, organizational learning culture, and interdepartmental cooperation on business performance was not found, but indirect effects of three organizational variables on business performance proved significant using absorption capacity as a mediating variable. This result also indicates that empowering leadership, organizational learning culture, and interdepartmental cooperation are important antecedent variables of absorption capacity.

• Journal of Venture Innovation
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• v.7 no.1
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• pp.59-75
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• 2024

As the 4th Industrial Revolution progresses, the importance of startups was increasingly emphasized. Nevertheless, the five-year survival rate of Korean startups was lower than that of OECD countries. In this study, we analyzed the relationship between agile leadership, learning agility, and organizational performance of startups under the premise that organizational performance was most important for startups to achieve sustainable growth. For the empirical analysis, agile leadership was set as an independent variable, learning agility was set as a mediating variable, and organizational performance was set as a dependent variable. Data was collected from startup employees across the country, and 197 valid samples were selected for analysis. The empirical analysis used Process Macro 4.2. As a result of the empirical analysis, agile leadership was found to have a significant positive effect on startup organizational performance. Additionally, agile leadership had a positive (+) effect on learning agility, and learning agility had a positive (+) effect on startup organizational performance. As a result of analyzing the mediating effect of learning agility, learning agility was found to play a mediating role between agile leadership and organizational performance. Academically, these research results tested the usefulness of agile leadership suited to the startup culture among various leadership styles that can improve the organizational performance of startups. In practical terms, such agile leadership not only directly affects organizational performance, but also through the learning agility of startup employees. This means that by creating a culture of learning agility that encourages startup employees to continuously learn and adapt, startups can increase their chances of survival and success.

• Journal of Korean Library and Information Science Society
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• v.47 no.4
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• pp.219-239
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• 2016

In this study, we analyzed the effects of how self-efficacy and organizational culture affect the knowledge sharing that facilitates team performance. Data was collected through a survey of 126 employees who work for A company and was analyzed using confirmatory factor analysis and structural equation modeling. Independent variables in this study included self-efficacy, sharing culture, openness, and competition culture. Latent variable was knowledge sharing. Dependent variable was team's performance. The results of analysis of structural equation modeling showed that self-efficacy, competition culture, and sharing culture were found to have both direct and indirect impacts on team's performance. However, openness was not statistically significant in the effect on knowledge sharing and team's performance. The implications of these factors will be used to develop knowledge sharing strategies that facilitates team performance.

• The Journal of the Convergence on Culture Technology
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• v.10 no.3
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• pp.643-650
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• 2024

Currently, South Korea is grappling with a paradoxical situation characterized by simultaneous labor shortages and job shortages. Within this context, retirees are citing conflicts with supervisors/colleagues and dissatisfaction with organizational culture as the primary reasons for their departure, with these issues disproportionately affecting the MZ generation. In response, scholars have conducted preliminary studies to understand the relationships between organizational culture and other variables specifically concerning the MZ generation. However, most of these studies are based on a unified theory of the MZ generation, failing to satisfy the practical demands for distinguishing between Generations M and Z. Therefore, this research aims to explore the differences in variable relationships between these two groups within the hospitality industry. Surveys were conducted among 170 individuals from Generation M and 110 from Generation Z, and the data were analyzed using AMOS structural equation modeling. The analysis confirmed that both hierarchical culture and generational conflict significantly define relationships across all generations, with generational conflict adversely affecting organizational commitment. Additionally, while a relationship-oriented culture negatively impacts generational conflict for Generation M, no such effect was observed for Generation Z. This study successfully identifies the differential impacts between Generation M and Generation Z.

• Quality Improvement in Health Care
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• v.5 no.2
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• pp.278-294
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• 1998

This study was planned to provide basic data for activating quality improvement by genera hospital with more than 400 beds across the country, of which 65 coordinators answered. Main results of the study are as follows.. 1. Job satisfaction and organizational commitment by individual characteristics were compared. It was revealed that the sense of self-efficacy was related to job satisfaction positively. But job satisfaction and organizational commitment by locus of control showed no significant difference. 2. In terms of the characteristics of QI activities, the active participation of QI coordinators in QI planning process and smooth communication among hospital staffs were showed positive relationship to job satisfaction significantly. 3. Also support system was proposed as most significant variable related to the job satisfaction and the organizational commitment of QI coordinators. Especially support to QI activities by CEO's, seniors, and other hospital staff was a factor to enhance the job satisfaction and organizational commitment of QI coordinators. 4. In the aspect of organizational culture, culture which were tendency to be recognized high autonomy in their work and organizational identity strongly and to operate reasonable compensation system were related to job satisfaction and organizational commitment positively. The more formalized climate, supportive communication, cooperative teamwork and promoting creative/risk take behavior, it showed the higher organizational commitment. 5. For the aspect of QI job characteristics, QI coordinators' job satisfaction was high when QI office was arranged for independent department which was exclusively in charge of QI activities and their role is exclusively in charge of QI. It can be concluded that organizational support in the aspect of relation and finance and efforts of encouraging their motivation and providing on the job training program are need.

• Journal of Convergence for Information Technology
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• v.10 no.1
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• pp.82-92
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• 2020

This study analyzed the factors affecting organizational adaptation among the members of SMEs. Until now, research on organizational adaptation has been mainly conducted in large corporations or public institutions. Very little research has been conducted on SME members. Factors affecting the organizational adaptation of employees were set by individual factors and job environment factors. In the individual factors, the sub-variables were set as self-efficacy, optimism, and resilience, and in the job environment factors, organizational fairness and organizational culture. The sample data were surveyed using a survey method such as visit, telephone call, e-mail and fax. 98 data were used for the analysis. Statistical analysis was performed using regression analysis. As a result, self-efficacy, optimism, and resilience of individual factors were analyzed as positive variables for organizational adaptation of employees, and organizational fairness in the job environment was analyzed as variables that did not positively affect organizational adaptation of employees. However, the organizational culture of the job environment was analyzed as a variable that positively affects organizational adaptation of employees. These results showed that the fair application of wage level, workload, compensation, and opinion reflection did not affect the organizational adaptation of employees. On the other hand, in the preceding studies, organizational adaptability was conducted mainly in large corporations, but this study was able to suggest practical implications in analyzing organizational adaptability among SME members.