• 한국콘텐츠학회논문지
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• 제11권7호
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• pp.366-373
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• 2011

본 연구는 세무공무원들의 직무성과의 향상을 위하여 세무조직에서 형성되고 있는 조직문화를 전제로, 조직만족이 중요한 역할을 한다는 인식하에 이들 변인들 간의 인과경로를 분석하여 조직문화와 직무성과의 기본방향과 시사점을 제시하는데 그 목적이 있었다. 분석결과, 혁신문화를 제외한 관계문화와 위계문화, 과업문화는 조직만족에 긍정적인 영향을 미치는 것으로 나타났으며, 조직만족이 높을수록 세무행정업무수행의 효율성을 높아져 직무성과가 높아지는 것으로 나타났다. 이는 세무조직에서 나타나는 위계적이고 팀워크를 통한 업무수행을 강조하는 관계문화 그리고 성과를 강조하는 과업지향적인문화가 과세행정업무를 수행하는 세무조직문화의 특성이 직무성과에 반영된 결과로서, 세무조직의 경쟁력을 높이고 조직에 대해 세무공무원들의 근무에 대한 보람을 느끼게 하여 직무성과를 효율적으로 높이기 위해서는 주인의식을 갖고 자율적으로 책임감 있게 처리해 갈 수 있는 조직문화를 조성해 주어야 할 것으로 판단된다.

• 한국산업정보학회논문지
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• 제14권4호
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• pp.183-197
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• 2009

단순히 정보기술에 대한 투자만으로는 조직성과의 성공적 달성을 기대할 수 없으며, 기업이 보유하고 있는 정보기술지식과 기업의 제반 활동에서 정보기술이 활용되고 있는 수준이 중요하다는 인식하에 연구를 시작하였다. 한편, 조직상황에 따라 정보기술 활용수준이 조직성과에 미치는 영향이 달라질 수 있음을 확인하기 위하여 내부 환경특성으로 조직규모와 외부 환경특성으로 환경역동성을 선택하여 조절효과를 살펴보았다. 조직규모는 대기업, 중기업 및 소기업으로 구분하여 차이를 살펴보았다. 85개 기업을 대상으로 실증분석을 실시한 결과 조직규모가 커질수록 정보기술 활용수준이 높아지는 것으로 나타났다. 전체적으로는 정보기술 활용수준이 조직성과에 유의적 영향을 미치는 것으로 나타났으나, 중기업 및 소기업과는 달궈 대기업의 경우는 유의적 영향을 나타내지 못하여 조직규모에 따라 차이가 있음을 보여주었다. 전체적으로 환경역동성이 정보기술 활용수준과 조직성과의 관계에 미치는 조절효과는 유의적이지 못한 것으로 나타났으나, 소기업과 대기업에서 환경역동성이 높은 경우에는 유의적인 조절효과를 보여주었다.

• The Journal of Asian Finance, Economics and Business
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• 제7권7호
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• pp.379-390
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• 2020

This study aims to get empirical evidence about the influence of budgetary participation and understanding of the accounting system on the performance of local government apparatus with organizational commitment as an intervening variable. The population in this study was structural apparatuses in the Regional Apparatus Organization (OPD) of Sleman Regency, Indonesia, which included offices and agencies with a total of 25 OPDs. 125 people were selected as sample by using purposive sampling based on specific criteria. Data were analyzed based on multiple regression and path analysis (Analysis Path) utilizing the SPSS program. The results of this study indicated that budgetary participation had no positive influence on organizational commitment; understanding of the accounting system had a positive effect on organizational commitment; organizational commitment did not have a positive effect on the performance of local government apparatuses; budgetary participation did not impact positively on the local government apparatuses performance; understanding of the accounting system positively effected the performance of local government apparatuses; participation in budgeting did not have a positive effect on the local government apparatuses performance through organizational commitment; while understanding the accounting system had a positive impact on the local government apparatuses performance through organizational commitment.

• 한국경영과학회지
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• 제27권3호
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• pp.1-19
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• 2002

Recently, increasing attention has been paid to building a successful software process in Information System(IS) implementation. This study establishes software process model as a key predictor of organizational performance. We propose a theoretical framework for capability maturity model derived from the Software Engineering Institute(SEI). This paper identify the process-related variables, financial performance and non-financial performance from the relevant literature and clarify the concept of software process by distinguishing between its component and determinants. We then examine the impact of software process on organizational performance. Hypotheses on software process were tested for 36 enterprises including 118 organizational units. Results indicate that software process capability may serve as a key predictor of organizational performance. Software process maturity found to be positively influenced on the financial and non-financial performance, while investment of information technology as a mediating variable not significantly affected to the performance.

• 한국조리학회지
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• 제14권4호
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• pp.292-305
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• 2008

This study examines the relationships among the leadership of hotel managers, organizational culture, and business performance with an empirical analysis. The results of analyzing various factors are as follows. Leadership can be divided into 'democratic leadership' and 'authority leadership'. Organizational culture can also be divided into 'adhocracy culture', 'clan culture', 'hierarchy culture', and 'market culture' while business performance into 'nonfinancial performance' and 'financial performance'. After that, canonical correlation analyses between leadership and organizational culture, organizational culture and business performance, and leadership and business performance were conducted.

• 한국병원경영학회지
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• 제9권1호
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• pp.95-114
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• 2004

The purpose of this study was to identify the relationship between organizational culture based on the competing values approach, human resource management practices and organizational performance at a hospital. Participants were 138 employee in a general hospital. Data were collected during May, 2003 using four structured instruments. The data were analyzed using Chi-square test, One-way ANOVA, $scheff{\acute{e}}$ test and Cluster analysis. Three clusters were derived from cluster analysis. The first cluster consisted of cultures which were mixed developmental, consensual, hierarchial and rational culture equivalently. The second cluster consisted of the weak cultures, which was lower score than other clusters. The third cluster consisted of strong comprehensive cultures, which had higher score than other clusters. In the three clusters, hierarchial and rational culture were superior. The difference between human resource management practices and organizational commitment in organizational performance according to organizational culture clusters was found to be statistically significant. The cluster which had strong comprehensive cultures, in contrast to other clusters, more significantly affects on human resource management practices and organizational commitment. However, the strength of organizational culture does not have a significant effect on customer oriented service performance in organizational performance. These results showed that types of organizational culture were significantly related to human resource management practices and organizational commitment, and understanding the existing culture is essential to develop the organization of hospitals.

• 한국식생활문화학회지
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• 제22권2호
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• pp.191-200
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• 2007

This study was designed to investigate the correlation between perceived TQM performance and organizational culture of dietitians. The objective of the study is to help the management of foodservice by providing a direction which will elevate perceived TQM performance of dietitians and presenting plans which will ensure effective dietitians. Questionnaires handed out to 308 dietitians worked in institutional foodservice operation including elementary, middle and high schools, hospitals, business and industries. In terms of TQM importance and performance, the more important dietitians perceived, the higher their performance level rose. Data form the IPA, external and internal customer satisfaction, executive ability, communication system and technology, information technology and application ability, food process, strategy, and leadership were required further improvement by dietitians. Of present organizational culture model, human relations model and open systems model were more likely to be adopted by dietitians in middle and high schools. According to the type of foodservice management, the open systems model was more preferred by dietitians from self-operated operations rather than respondents from contracted operations. Canonical correlation analysis between TQM performance and organizational culture showed canonical correlation to be higher (canonical correlations coefficient: .66). In conclusion, TQM performance-organizational culture showed higher canonical correlation. In the organizational culture, foodservice operation is capable of improving the aims for the rational goal model and the open systems model. The results showed that TQM performance and organizational culture had significant relationship, especially positive organizational culture emphasizing on internal process and rational goal model would have influence on TQM performance of dietitians. Foodservice operation, however, should recognize importance of open and development culture to improve dietitians' TQM performance. To apply open system foodservice organization should encourage dietitian and foodservice employees to challenge and compete for the works, Moreover, organizational effort such as information exchange program and support system should be established.

• 한국경영과학회지
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• 제35권1호
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• pp.1-17
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• 2010

This article addresses how an organization's customer relationship management (CRM) process affects customer equity drivers and, in turn, organizational performance. By raising a three-staged model including the CRM processes, customer equity drivers, and organizational performance, the authors assert that the customer equity drivers mediate between the CRM processes and organizational performance. The empirical analysis is based on a composite survey structure that gathers data from different types of informants according to the variables. Findings indicate that the expansion process has positive relationship with all the customer equity drivers. However, the acquisition process significantly influences both perceived value equity and brand equity, and the retention process significantly influences relationship equity only. In addition, the study shows that all the customer equity drivers influence the organizational performance given the existing customers. The relationship equity among the customer equity drivers has the strongest effect on the performance.

• 중소기업융합학회논문지
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• 제6권1호
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• pp.1-5
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• 2016

본 연구는 정보화경영체제의 운영이 조직행동 및 구성원의 성과에 미치는 영향을 파악할 수 있는 모형을 개발하고자 하였다. IMS의 운영과 조직성과에 대한 조사를 통하여 양자 간의 상관관계를 찾고자 하는 것이다. 그 결과 IMS를 인식하는 수준은 조직성과의 수준은 결정한다는 것을 발견하였으며 조직성과를 증진시키고 지속적인 경영을 수행하기 위해서는 IMS가 주요변수가 될 수 있다는 점을 제시하게 되었다. 향후 조직성과 분석과 효율적인 IMS의 운영방법에 대한 논의가 요구된다.

• 간호행정학회지
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• 제9권4호
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• pp.641-650
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• 2003

Purpose: The purpose of this study was to examine the performance, autonomy, and organizational commitment of the preceptors. Methods : The sample consisted of 29 nurses in one university hospital. The data were collected through a questionnaire survey of performance, autonomy, empowerment, and organizational commitment conducted from May through August. 30, 2003. The subjects accepted preceptor training for 26 hours, which was conducted by a researcher. The contents of the training program consisted of an introduction to preceptorship, nursing organization, teaching and learning methods, interpersonal relationships, organizational management, self management, and basic nursing practice. Analysis was performed by SPSS for percentile, mean, standard deviation, and correlation using the paired t-test. Results : Our study results showed that performance, autonomy, empowerment, and organizational commitment were significantly altered by training. After education for preceptors, performance, autonomy, empowerment, and organizational commitment were all enhanced. Performance was related with empowerment, and not with autonomy. Conclusion : This study suggests that the application of preceptorship as a nursing management intervention can benefit organizational efficiency.