ISSN : 1229-0696
The core aspect of emotional labor is emotional regulation behavior to resolve emotional dissonance between emotional display rules that the organizations require and employee's felt emotion. In this study, we tested attribution about emotional dissonance and positive mood as antecedents of emotional regulation behavior and display rule fairness perception as a moderator. Because emotional labor has a mechanism using emotion that change in individual everyday, we used experience sampling method to free our research from reliance on respondents'(possibly biased) recall and to resolve the problem that one time sampling has. And then, we analyzed this model by using hierarchical linear model that can explain the difference between within-individual level and between-individual level. This study tested research model using data collected from 39 employees of domestic financing service company for 7days. At first, we found that attribution about emotional dissonance has an impact on emotional regulation behavior. Employees who attribute to internal reason show deep acting and employees who attribute to external reason show surface acting. Secondly, positive mood has an impact on emotional regulation behavior. Individuals who have positive mood show deep acting less than who don't have. Thirdly, display rule fairness perception moderates relationship between attribution and emotional regulation behavior. If employees think their rules unfair, they show deep acting less and surface acting more regardless of attribution. At last, display rule fairness perception moderates relationship between positive mood and emotional regulation behavior. If employees feel their rules fair, they show deep acting more regardless of mood. Finally, the theoretical and practical implications of this study were discussed, and the limitation of this study and several directions for future research were also suggested.
The first purpose of this study was to identify components of Korean workplace deviance and develop a measurement scale(Study 1). The second purpose of this study was to investigate the effects of a variety of person-environment fit (person-organization, person-group, person-job, and person-supervisor fit) and honesty on workplace deviance and testify the moderating effect of honesty in the relationship between these person-environment fits and workplace deviance(Study 2). In Study 1, we collected workplace deviance items by literature review, open-ended questionnaire, and group interview. After deleting overlapped, similar, and inappropriate items, we finalized 60 items of workplace deviance. We performed the exploratory factor analysis using data from 199 job incumbents and found three factors of workplace deviance: dishonesty behavior, rule-violating behavior, and physical or verbal violence. Then we validated the three-factor structure by the confirmatory factor analysis using a different sample of 208 job incumbents. In Study 2, a total of 371 employees in work organizations were surveyed in order to examine the effects of a variety of person-environment fit and honesty on workplace deviance and testify the moderating effect of honesty in the relationship between these person-environment fits and workplace deviance. The results showed person-organization fit, person-group fit, person-job fit, person-supervisor fit, and honesty were negatively related to workplace deviance. The relationship between person-environment fits and workplace deviance were similar to the previous results when we applied polynomial regression and response surface methodology. Although honesty didn't moderate the relationship between person- organization fit and workplace deviance, honesty moderated the relationships between three different person-environment fits(person-group fit, person-job fit, and person-supervisor fit) and workplace deviance. Based on these results, the implication and limitation of this study and the direction for future research were discussed.
The purpose of this research was to investigate the effects of team leader's coaching and team feedback environment on members' fairness perception to performance appraisal system in team organizations. The study also tested cross-level effects of coaching motivation, that is operationalized from expectancy theory, and computer mediated on-line communication on the team leader's coaching behavior. Two-faceted (i.e., team leader & team member) survey was conducted, and data was collected from 365 individuals of 73 team in various organizations. The result showed positive relationships between team leader's coaching behavior and members' fairness perception to performance appraisal system. Multilevel analyses also revealed that team-level feedback environment had a significant cross-level direct effect on individuals' fairness perception, whereas it failed to show moderation effects on the coaching-fairness perception relationships. Coaching motivation and on-line communication showed significant positive relationships with coaching behavior. Based on these findings, theoretical and practical implications were discussed for better performance management in team-based organizations.
The purpose of this study was to examine the influence of proactive personality and core self-evaluation on career success and mediating roles of career planning on these relationships. In additional, we examined moderating roles of supervisor's career support behaviors and availability of learning opportunity in organizations on those relationships. Data were collected from 306 white-color employees who had worked for more than six months with the same supervisor. The results showed that proactive personality and core self-evaluation had positive relationships with career planning and career success. Also career planning had a positive relationship with career success. There were significant moderation effects of the supervisor’s career support behaviors on the relationships between proactive personality and career planning and between core self-evaluation and career planning. The availability of learning opportunity in organizations did not play a moderating role on the relationship between career planning and career success. Finally, the implications and limitations of this study and the directions for future research were discussed.
Combining the mentoring theory with the social network theory, this study investigates the effects of personality as well as network characteristics on protégés' accuracy in perceiving mentoring networks. The purpose of this study is as follows: First, to examine the relationships between protégés' self-monitoring orientation and their accuracy in perceiving mentoring networks. Second, to examine the relationships between out-degree centrality of protégés and their cognitive accuracy in mentoring network perception. Third, to investigate the effects of protégés' intentions to leave the relationships with their mentors on the accuracy in mentoring network perception. We tested hypotheses regarding the determinants of the accuracy in perceiving mentoring networks. Cognitive network data as well as actual network data were used in calculating the respondents' accuracy: the MRQAP correlation between matrices of two types of networks. Results supported our expectations concerning the positive relationships which self-monitoring and the intention to leave the relationships with mentors have with the accuracy in perceiving mentoring networks.
This research extended the findings on the effect of merge and acquisition by applying social identity theory. Various (correlates) of merge and acquisition were investigated using 818 South Korean employees. Employees who perceive their current status to “high status” after merge and acquisition, the higher the pre-merger organizational identity and the similarity of organizational culture, the higher the post-merger organizational identity which leads to high organizational effectiveness. On the other hand, employees who perceive their current status to “low status” after merge and acquisition, the higher the pre-merger organizational identity and the similarity of organizational culture, the lower the post-merger organizational identity which leads to low organizational effectiveness.
We employed a conceptual and empirical approach to exploring the meaning of creativity in industrial organizations. In study1 we defined the prototype of creativity in industrial organizations as “everyday and reactive creativity”. Employing Rosch's(1975) conceptualization of concepts, we do not exclude professional and proactive creativity in the definition of our prototype. Since this prototype was defined with product, persuasion, and process, we conducted Study2 to investigate the degree to which person characteristics in industrial organizations are consistent with the prototype. To connect conceptual approach and empirical data of individual employees in industrial organizations, we employed Amabile's (1996) three components model for creative performance. As a result factors representing the three components were obtained. The factors resemble some factors in the scale of everyday creativity developed elsewhere and implied conditions of reactive and expected behaviors required in industrial organizations, which are consistent with our definition of the prototype. On the other hand implicit theory of creative properties for individuals turned out to be discrepant from explicit theories and play an important role in the organizational practice with regard to creativity. It is suggested to make attempts to reduce the gap between implicit and explicit theories in order to ensure rationality in creativity management in industrial organizations.
Organizational or team work is now recognized as important issue to respond to dynamic business environment. Thus, measuring group or team motivation is essential for managing organization effectively. This research’s aim was to demonstrate that perceived team motivation is important factor as well as work motivation (individual level motivation) to enhance team productivity. In study 1, We developed the perceived team motivation test. Factor analysis yield following two factors: active team motivation and passive team motivation. In study 2, we examined the effect of perceived team motivation on job satisfaction and job commitment. In the result of regression analysis, active team level motivation and internal motivation(individual work motivation) has significant impact on job commitment and job satisfaction which means that team level motivation has influence as much as work motivation in organization setting.