open access
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open access
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ISSN : 1229-0696
This study examines whether work-to-family conflict mediation hypothesis is adequate to explain the process of family friendly management(i.e., family friendly policies & programs and organizational culture) to increase affective organizational commitment and to decrease turnover intention of employees. The findings based on the data from 1,767 Korean workers showed that work-to-family conflict partly mediated the effects of family friendly policies & programs and organizational culture on affective organizational commitment and turnover intention. However, the size of the indirect effect through work-to-family conflict was very small compared to the direct effect of family friendly management, which suggests a need for alternative mechanism to understand the effects of family friendly management. Still, work to family conflict seems to be important in order to understand the process because it showed considerable direct effect on turnover intention. The findings were interpreted within the framework of social exchange theory and symbolic action perspective.
The purpose of this study was to make three types of competency tests - Normative, Random Ipsative, and Fixed Ipsative - to prevent response distortion in self-rating scales and then compare their reliability and validity. Participants were 272 female tele-marketers working at L company in Korea. As a result of correlation analysis for three types of test formats with a faking scale, coefficient of correlation between normative format and the faking scale was positively significant in every subscale, while those between two types of ipsative formats and the faking scale were lower than .10 except just some subscales. The degree of reliability in both ipsative formats was a little lower than that in normative format, but both ipsative formats had acceptable reliability except one subscale. The degree of validity for ipsative formats(r = .23, r = .31) was higher than that of normative format(r = .18). From these results in which the subscales in ipsative formats had no faking effects and reasonable reliability and validity, competency tests in ipsative format seem to be applied more broadly in the human resource management field.
Resistance to change and the experience of individuals during change is increasingly of interest to practitioners and academics alike. In the past, much of the organizational change literature and research has focussed on the team or organizational level, and as a result, managers have tended to develop quite broad change strategies. However these high-level strategies are critical, what has not been as widely explored is the experience of individuals during times of change, with the clear purpose of supporting them in order to allow the organization to meet its change objectives. Change processes have therefore been situated in the core of organization's actions, which is why individual's psychological responses to such changes are becoming a key area of research, as well as a critical management issue. Furthermore, few have considered the combined role of personal characteristics of employee to organizational change. Recently, the literature on the psychological responses to change shows two clear perspectives. One focuses on identifying the psychological reactions to change, such as coping with change, readiness to change, openness to change, and resistance to change(Cunningham, Woodward, Shannon, Maclntosh, Lendrum, & Rosenbloom, 2002). The other addresses the influence of individual differences on psychological reactions to change(Dunham, Grube, Gardner, Cummings, and Pierce, 1989). More recently, the construct of dispositional resistance to change has been established as a key contributor to individuals' reactions to change(Oreg, 2003). In consideration of research trends, this study focuses on employee ‘dispositional resistance to change’ in relation to psychological resistance to organizational change. The concept taps individuals' inherent tendency to resist changes: while some people openly accept and adapt to changes, others show an inclination to avoid and oppose them. According to Oreg (2006), those who are dispositionally resistant to change are less likely to voluntarily initiate changes in their lives, and are more likely to form negative attitudes towards specific changes they encounter. In this study, dispositional resistance to change comprises three dimensions: routine seeking, short-term focus and, lose of control. First, routine seeking involves the extent to which individuals prefer conventional and highly predictable tasks, procedures, and environments. Second, short-term focus addresses the degree to which individuals worry about all inconveniences and discomfort that change brings about, instead of focusing on the potential benefits and comfort that it could bring in the long term. Third, Some researchers have suggested that people resist change because it often involves lose of control involved in change. The current study attempts to examine empirically individual characteristics (routine seeking, short-term focused thinking, reluctance to lose control)as antecedents that affect on those psychological resistance, and to empirically investigate how psychological resistance impacts on organizational commitment. In addition, this study empirically tests the moderating effect on the relationship between psychological resistance and organizational commitment. To collect the data for empirical analysis, 260 questionnaires were distributed for about 4 weeks to 230 employees in 12 Korean companies which were implementing organizational change, Out of the 260 questionnaires, 230 questionnaires were returned. From the 230 returned, a total of 212 were used for analysis. A summary of hypothesis test is as follows: First, a routine seeking personality is positively related to an employee's psychological resistance to organizational change. Second, short-term way of thinking is not significantly related to an employee's psychological resistance to organizational change. Third, lose of control was found to have a significant positive relationship with an employee's psychological resistance. It was found that, among factors that affect resistance, lose of control is the variable that has the most significant impact on psychological resistance to change. Fourth, psychological resistance to organizational change is negatively related to organizational commitment. Finally, there was no indirect effect of psychological resistance that is expected to influence the relationship between individual characteristics and organizational commitment.
Items for assessing organizational anxiety(OA) were developed in this study. As a result of factor analysis and process for item selection, 30 items were left and 7 factors extracted. The factors are as follows: the absence of trust and justice in the organization, conflicting organizational climate, external threats, organizational competitiveness, work stress, dependence on the organization, and lack of information. The overall OA has negative correlations with the respondents' job satisfaction and organizational commitment. On the other hand, it has a positive relation with turnover intention. 7 factors were classified into three levels of OA. Organizational environment level includes external threats and organizational competitiveness. The absence of trust and justice in the organization and conflicting organizational climate were included in organizational level. Lastly, work stress, dependence on the organization, and lack of information were classified into individual level of OA. While organizational environment level didn't have any direct effects on all the dependent variables, organizational level and individual level had significant effects on the dependent variables. The direction of influence, however, were completely reversed. Organizational level had significant negative effects on job satisfaction and organizational commitment and significant positive effect on turnover intention. On the contrary, individual level of organizational anxiety had significant positive effects on the former dependent variables and negative tendency on the latter. Although organizational environment level didn't have any direct effect, it had completely mediated effects by organizational level on three dependent variables. In conclusion, the three levels of organizational anxiety have different functions and effects on job attitudes and we need to consider all of them to understand the organizational anxiety.
The purpose of this study is to examine the effect of emotional intelligence on emotional labor(surface acting, deep acting) and job burnout(exhaustion, cynicism) and job engagement (professional efficacy, vigor, dedication, absorption) using a sample of 189 workers in department store. The results were as follows. First, surface acting and deep acting were unique predictor of job burnout and job engagement, respectively. Second, emotional intelligence was positively related to deep acting, was not related to surface acting. Third, emotional intelligence showed a moderating role in a relationship between deep acting and job engagement. That is, the role of emotional intelligence was not a buffering effect, but works as a facilitator in a relationship between deep acting and job engagement. Finally, the limitations and future research issues were discussed.
The present research aimed to investigate the effect of managerial explanation on fairness perception and its boundary conditions. The author defined the explanation effect as the influences of managerial explanations (reframe, mitigation, and inspiration) on fairness and examined both the direct effect and the moderating variables such as subjective uncertainty, social inclusion, and sensitivity to fairness. A survey of employees was conducted (N=483) to test those effects in organizational change implementation. The results of hierarchical regression analysis are summarized as follows. First, providing reframe and inspiration explanation significantly increased change fairness perception, but mitigation decreased. Second, the effect of explanation significantly differed across some conditions, such that (a) providing reframe was more influential to fairness perceptions of those who felt more uncertain, (b) providing mitigation was more influential to fairness perceptions of those who were less sensitive to fairness, and (c) providing inspiration was more influential to fairness perceptions of those who perceived more included. Further, the authors integrated the present findings, discussed the theoretical implications and limitations, and suggested for future research.
Sport and the sport industry have had a tremendous impact on modern society. The development of both sport media and sport fan have significantly influenced the current sport industry. Therefore, in the sport industry, there have been attempts to better understand various psychological factors influencing sport fan behaviors such as loyalty or motivation theories. In spite of the large amount of prior research on sport fan behaviors, three have been limited research on the initial factors that explain the initial formation of sport fan and the effect of sport media on the sport industry. Consequently, it is hoped that research on the various sport medias would help the sport industry keep growing. Curiosity, which is aroused by various information and stimulation, has been regarded as an instinct that influences human exploratory behaviors. It is believed that curiosity would offer a new approach to understanding the formation of sport fan. Therefore, the purpose of this study was two-fold. First, the authors aimed to investigate the effect of curiosity on the sport media consumption. Second, based on the findings, the authors also attempted to offer new ideas for the development of the sport industry. Five hypotheses were tested with confirmatory factor analysis using structural regression models and constrained models by LISREL 8.80. The results revealed that two types of curiosity used for this study are significant factors that influence various sport media consumption. Therefore, it is believed that the effect of curiosity would be utilized in pragmatic and theoretical areas in the sport industry.