open access
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open access
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ISSN : 1229-0696
The present study proposed a five-factor model regarding determinants of company trust and leader trust, in organizations. In study 1, five dimensions were identified to explain company trust, based on preliminary interviews, field survey, and exploratory factor analyses. It was found that people trusted their company on the basis of the task dimension when the company demonstrated organizational competencies, of the person dimension when it provided consideration to themselves, of the membership dimension when it treated all other members with fairness concerns, of the self dimension when it behaved with moral principles, and of the meta dimension when it showed responsibility toward a society. A confirmatory factor analysis proved the hypothetical structure of the five-factor model. In addition, the same theoretical framework was applicable to explain leader trust, and hence items from preliminary interview were categorized into the five dimensions. People trusted their leader on the basis of the task dimension when the leader demonstrated managerial competencies, of the person dimension when he or she provided consideration to themselves, of the membership dimension when he or she treated all other members with fairness concerns, of the self dimension when he or she behaved with moral principles, and of the meta dimension when he or she showed responsibility toward a company. Again, a confirmatory factor analysis supported the five-factor model. In study 2, scales measuring company trust, leader trust, were developed. Past research on organizational trust was not clear on distinguishing the above concepts, because its measurement of trust included them interchangeably. The present study overcame this limitation by developing each scale separately and by excluding overlapping items from each scale. A confirmatory factor analysis successfully supported the measurement model of each scale.
This study was initiated based on a presumption that the value one perceives in and through one`s work (which will be referred to perceived value of work; PVW) is very important in one`s work life. Based on broad reviews of related literature and empirical incidents collected from a corporate-wide workout program called Task Value Creation. PVW was conceptualized as mental state experienced at work, which includes a cognitive evaluation that one`s job is valued and one is necessary for the job and subsequent positive emotional responses. The critical incidents to determine PVW were statistically categorized using exploratory and confirmatory factor analyses. Five factors (PVW determinants) were found; 1) job significance as a dimension of job attribute, 2) process efficiency as a dimension of work process, 3) product usefulness as a dimension of work result, 4) vision realizability as a dimension of individual vision, 5) social recognition as a dimension of social evaluation. In addition, the hierarchical regression were implemented controlling for the effect of demographic variables to investigate the impact of PVW determinants on PVW. PVW determinants were found to have significant influences on PVW. This study has theoretical contributions that PVW should be considered as a significant criterion of individual and organizational effectiveness in organizational psychology studies. And, it also has practical implications that PVW determinants must be fostered to increase one`s PVW at work. Further implications and research limitations were discussed.
This study was implemented to look into a time-serial and structural relationship among pre-training motivation as a pre-training variable, instructor and usefulness reaction as during-training variables, and learning and transfer of training motivation as post-training variables. As a result of testing the relationship with 252 employees who participated in a corporate finance training course, it was found that pre-training motivation affected usefulness reaction, and usefulness, instructor reaction, and pre-training motivation positively influenced learning. Learning also had a positive impact on transfer of training motivation. In particular, usefulness reaction played an important role in learning, but usefulness did not have a direct influence on transfer of training motivation. Usefulness reaction only indirectly affected transfer of training with a positive mediation of learning. These findings revealed the inappropriateness of concurrent practices that generally measured the degree of enjoyment and happiness when gauging reaction instead of usefulness and instructor reaction. Other practical implications for corporate training were discussed along with research limitations.
We argue that tests of measuring situated competence can be viewed differently from cognitive and socio-cultural perspectives. Also we suggest analytical methods for each perspective. From cognitive perspective, competence is the main issue and situational factors are not of substantive interest and they are treated as noise or measurement errors. When specificity is a part of measurement error and two measures share the same measurement method, shared specificity causes a corelation between the measurement errors(or uniquenesses). From mathematical point of view, both measurement error and latent variable(trait factor) can be predictors of measured variables. Then a corelation between measurements can be reparameterized as a latent variable. However, this latent variable is interpreted as a method factor representing a consistent use of a certain measurement method to measure trait factors. This method factor represents the situation imposed in the measurement process. Specification of either measurement error corelations or situation factors depends on whether the investigator has cognitive or socio-cultural perspective in designing the situational test.
This research examined the effects of pilot expertise on situation judgment and subsequent selection of actions as a function of situation complexity, flight element type, and control complexity respectively. Forty-seven certificated pilot participants were assigned to either a novice or an expert group based on their flight hours and experience. Each participant viewed flight goals and 54 flight scenarios that varied in complexity. Participants decided whether the flight scenario was consistent or inconsistent with the flight goal. Participants disclosed their selection of corrective flight control actions for the flight scenarios that they judged were inconsistent with the flight goal. The results suggested that novice performance consistently degraded as the flight situation complexity increased, whereas much less performance degradation was found for experts as the situation complexity increased. These findings were interpreted in the context of cognitive theories and potential applications of this research to analysis of pilot performance errors were discussed.
A traditional career paradigm of job security has shifted recently since management environments became more turbulent than ever before. Self-directed, lifespan-based kinetic, and subjective became the meaning and focus of career development and management. With this change prevalent, people have been challenged to develop a protean/boundaryless career. Especially, this study was implemented to conceptualize internal and external career movement (1 & ECM) and identify its antecedents. It is an very important issue for both employees and employers with current trends of revolving door syndrome and look into the relationships among them. For this purpose, we collected and classified critical reasons of I & ECM by open-ended group interviews and questionnaires in Study 1. Then, in Study 2, we rationally came up with critical antecedents of I & ECM based on Study 1 and relevant literatures and tested the relationship among them using LISREL Additionally, utility analysis was carried out with antecedents of I & ECM and it was found that supervisory career development support, job competence, and job satisfaction were the useful antecedents of internal career movement and corporate career development support, career vision, and career satisfaction were those of external career movement. Lastly, implications for human resources management, research limitations, and future directions were discussed.