open access
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open access
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ISSN : 1229-0696
This study attempted to investigate the moderating effects of attitude toward money(MES) and intrinsic and extrinsic motivational orientations(WPI) as individual differences variables which have not been popular in organizational behavior research, on the relationship between perceived job characteristics(autonomy, challenge) and job involvement and organizational commitment. Relevant variables were measured by survey questionnaires from a sample of 430 employees in Korea, and to detect interaction effects and control the nuisance effects of demographical variables moderated hierarchical multiple regression were run with obtained data. Results indicated that both attitude toward money and extrinsic motivational orientation showed significant moderating effects on the relationship between job characteristics and organizational commitment. Intrinsic motivational orientation was also a moderator for the relationship between job characteristics and job involvement. The implications of this results and the potential use of the two moderator variables were discussed.
We assessed the adequacy of evaluation factors that are currently used in the interview which is a part of selection test for high-level government officers in S. Korea. Additionally we referred to the cases in other countries such as the United States, Japan, and United Kingdom. As the result we could find that non-cognitive factors, especially interpersonal competences are desperately in need. Also the verbal communication ability has been mentioned in all the cases which is a typical factor that cannot be measured in the written part of the selection test. We made up 80 items to extract factors that should be reflected in the interview procedure. As a result of exploratory factor analysis ten common factors were extracted: Attitude, professional ethics, leadership, verbal communication ability, broad perspective information-seeking ability, practical problem solving ability, sense of equilibrium, open-mindedness, emotional stability. With the application of unfolding model of multidimensional scaling technique, we could find which factors are especially preferred in which job groups of the government. Some suggestions are given in regards to the practical application of the ten factors.
We have accumulated varied past experiences of success in a variety of domains, which can develop as "a general sense of positive expectations" that we have in unfamiliar and ambiguous domains. This study investigates general self-efficacy; its concept, measurement issues, and its implications for human resources management(HRM). First, the distinction and relationship among specific self-efficacy(SSE), general self-efficacy(GSE), and other related variables such as effort-performance expectancy, self-esteem, and level of aspiration are examined. GSE is a motivational trait-like variable, which functions regardless of domains as a belief and expectation of one's own capability. Second, the measurement issues of GSE are discussed. Many studies have regarded GSE as a construct with three factors, which are the level of activities, degree of efforts, and persistence. However, this conceptualization is an ad hoc interpretation of SE, and thus the content validity, and reliability of GSE. Lastly, the practical implications of general self-efficacy for human resources management are suggested. If GSE is well measured, GSE measures are to be used as an effective predictor of selection/placement. In addition, GSE is to be a target variable of improvement and evaluation in education/training programs, especially in problem-based learning programs demanding overall coping competencies rather than job-specific competencies. The practical use of GSE as a generalized competency should be expanded further and more empirical studies need to be conducted in various HRM fields.
This study was conducted to examine a possible alternative method to resolve unstable validity of biographical data in small samples. In this study, 219 biographical items were derived from life history with incumbents about early and recent life experience respectedly. The participants of this study were tele-marketers in L company and the survey was repeatedly conducted for three times: 432 cases, 316 cases, 229 cases. Based upon the results of categorical data analysis (χ<sup>2</sup> test), 88 items among 219 biographical items was selected. Test-retest reliability test showed that the reliability coefficient was .70. But the significant validity shrinkage was observed in the cross-validation and retest data. To establish stable validity of biographical data, the combined weights with first and second data were recalculated. The results showed relatively stable validities in test, retest and cross-validation data.
The purpose of this study is to investigate the relationship between individual value-orientations and psychological contracts in organizations, the data were collected from divers industries including manufacturers, banks, and retailers. From a statistical analysis of 247 questionnaires we found basically the following two facts. First, among two value-orientations, individualism and collectivism, collectivism has strong relationship with psychological contract dimensions. The more collectivist an individual is, the less specific and the longer term contract he or she expects. In contract, individualists have no preference in psychological contracts except that they prefer non-specific company obligations toward employees. Second, collectivism has stronger relationships with the employees's obligations toward company than with the company's obligations toward employees. In other words, ones who have strong collectivism feel strongly non-specific and long term obligations toward their company, while they ask less strongly their company to treat them in that way. As expected, collectivism has strong relationship with psychological contracts. Collectivists prefer more non-specific and longer term psychological contracts. However, individualism show no expected relationship with psychological contract. Individualists even want non-specific employment relationship. This phenomenon suggests that in a traditionally strong collectivist country like Korea, individualism orientation has little influence in shaping psychological contracts. Further researches are needed to explicate the complex role of individualism in the collectivist countries.
The present study attempted to distinguish between distributively and prcedurally fair leadership behaviors, and investigated their differential effects on organizational behavior. The six competing models from theoretical perspectives (dual-process, equal-procee, distribution-dominant, procedure-dominant, distribution-only) were hypothesized, and a structural equation analysis was conducted with survey data collected from 358 white collar workers. Based on goodness-of-fit indexes and parsimoniousness of competing models, the sequential χ<sup>2</sup>-difference tests supported the procedure-dominant model. This model assumed that distirbutively fair leadership influences outcome satisfaction by leader and organization, whereas prcedurally fair leadership influences leader support and organizational commitment as well as outcome satisfaction by leader and organization, These results suggest that the two factor model of justice can be, in part, applied to leadership setting, and overall effects of procedurally fair leadership are greater than distributively fair leadership.
The ways in which a task interdependence and a reward interdependence influenced on the effectiveness of ad-hoc knowledge workers were examined in order to understand a new paradigm for the human resource management in the fast changing 21st century business world. In this study, the task interdependence and the reward interdependence appeared to be a key to potential obstacles for organizations that design structures and systems for ad-hoc knowledge workers. According to the results of the analyses, the importance of the task interdependence and the reward interdependence for the team effectiveness were found to be different in both the punishment and the non-punishment condition. In the non-punishment condition, the team effectiveness was more affected by the task interdependence, while the reward interdependence had more influence on the team effectiveness in the punishment condition. In both conditions, furthermore, when the reward interdependence and the task interdependence were high, the team effectiveness was high as well. Based on what were found in this research, implications and suggestions for future research were discussed.