open access
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open access
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ISSN : 1229-0696
Two representative job attitudes (job satisfaction and organizational commitment) and turnover intention were meta-analytically examined in relation to burnout using articles published in Korean journals. In total, 11560 employees from 42 samples were included. The results showed that the three dimensions of burnout (emotional exhaustion, depersonalization, and reduced personal accomplishment) were negatively related with job satisfaction and affective commitment and positively related with turnover intention. Dimensions of job satisfaction (global versus overall facets), measurements of affective commitment, measurements of burnout, and job types were found as potential moderators. Taking steps to reduce burnout is recommended not only for individual health but also for organizations because it can promote job satisfaction and organizational commitment. Results also suggest that job types should be considered when dealing with burnout. This study summarized the status of the current research trend in the area and directed the future research orientation, although the exclusion of unpublished studies was a clear limitation. Overall, the results called for more empirical studies in the field.
The purpose of the present study was to (1) investigate the structure of global mindset competency, (2) develop a global mindset competency scale with index and (3) examine the validity of the scale. The list of 62 behavioral descriptions of global mindset extracted through FGI and literature review were administered to a sample of 380 incumbents of 16 companies and 372 students of 20 colleges in order to measure their level of each competency behavior. The results of 1st & 2nd exploratory factor analysis on the global mindset indicated that the competency model of global mindset consists of 2 dimensions(conceptualization, contextualization) and 7 factors(openness, strategic thinking, cosmo-convergence mind, diversity seeking, foreign understanding, self-directed adaptability, consideration), and this structure was confirmed by the confirmatory factor analysis. The final scale of global mindset competency was composed of 42 behavioral descriptions of global mindset. Most of the factors of global mindset competency were also shown to have criterion related validity (.07 ∼ .62) with various criteria such as experience of overseas residence, participation in the program for improving foreign language proficiency, relatives living abroad, global competency, global identity etc. Futhermore, the results of step-wise multiple regression analysis showed that 4 factors of cosmo-convergence mind, strategic thinking, diversity seeking, self-directed adaptability were significant predictors on the criterion of global identity, while foreign understanding, diversity seeking, and self-directed adaptability were the significant predictors on the global competency. The incremental validity of these 7 factors of the global mind scale on both global identity and global competency was significant, indicating the possibility of the use of the scale in the selection, training or performance appraisal process. Finally, the limitation and future direction of the present study were discussed.
This study validated the recovery experience questionnaire developed by Sonnentag & Fritz (2007) using a Korean sample (N = 286). The four-factor model consisting of psychological detachment, relaxation, mastery, and control was also applied to this Korean sample, and each subscale showed a high internal consistency. Job demands, job control, technology usage during weekend, leisure motivation, burnout, and physical symptoms were measured to examine how they were related to weekend recovery experience. Implications of the results and directions for future research were discussed. In particular, cross-cultural research was suggested.
The purpose of this study is to examine whether subordinate attribution style on leader emotional (positive and negative) display moderates the relationship between subordinate achievement motivation/personal need for structure(PNS) and performance. 75 employees in the sales department of a pharmaceutical company participated in the survey. Results showed that subordinates using person-attribution style on leader negative emotional display performed better than those using performance-attribution style, though they had the same high level of explicit achievement motivation and PNS. That is, the moderating role of subordinate attributional style on leader negative emotional display was verified. On the contrary, subordinate attributional style on leader positive emotional display did not moderate the relationship between subordinate explicit achievement motivation/PNS and performance. Theoretical and practical implications, limitations, and future research are discussed.
Organizational change does not cease at one point. Rather it is continuously going on so that the emotion which employees experience during the changing process should be treated as an important factor since it influences their consequential emotion, cognition, and behavior. This study focused on the collective characteristics of emotion. Data were collected from the employees of 47 government organizations for the contextual factors and for the positive and negative emotions at the time of one year passed from the start of intervention. The innovation performances of the organizations were measured by outside experts when the intervention was over. As a result, except just one relationship, we found that the collective positive and negative emotions partially mediate the relationships between the shared awareness of the need for change, the clarity of organizational vision, and employee empowerment and the innovation performance. It showed that the change agents should keep in mind that they have to take care of the emotional responses of employees which innovation brings in. Lastly the limitations of this study and several suggestions for the future study were discussed.
Job engagement is a motivating factor for the self-driven role performance based on strong involvement. Following the performance management perspective that expands from a simple evaluation paradigm to stimulate work motivation, the current study investigated feedback-related factors that influence on job engagement. As factors that are associated with job engagement in the formal structural aspects in organizations, the performance coaching of team leaders at the individual-level and the task interdependence at the team-level were examined. The study also investigated the mediation role of performance appraisal effectiveness between performance coaching and job engagement, and the cross-level mediation effect of feedback environment at the team level between task interdependence and job engagement. Using the survey research method, data were collected from 214 employees in 29 teams. The individual-level hypotheses were tested by adopting an analytical method that examines the mediation effect controlling for the team influence, and the team-level hypotheses were tested not only for the suggested mediation path but also for the possible alternative path through the individual-level mediator. The results of the analyses showed that there was a partial mediation role of appraisal effectiveness from performance coaching toward job engagement. The results also showed that a significant cross-level mediation effect of feedback environment on the job engagement from task interdependence, which explains mediation processes better than the alternative path. The current study has provided implications for ways to stimulate job engagement through formal and informal performance management strategies in organizations.
The purposes of this study were 1) to identify the dimensions of organizational safety climate and 2) to examine how these dimensions were related to safety climate and safety behavior in organization. The present study proposed 10 dimensions of safety climate (Management's commitment; Effectiveness of safety communication; Safety rules and procedures; Supportive environment; Supervisory environment; Worker's involvement; Appraisal of physical work environment and work hazards; Work pressure; Competence; Safety training) based on Mohamed(2002)'s and Zohar(1980)'s study. Questionnaire was administered to 210 workers in a shipbuilding company. The results of the confirmatory factor analysis showed that these 10 dimensions could be the valid factors of safety climate. The results of the multiple regression analysis which utilized safety climate as a criterion revealed that 4 dimensions were significant predictors(Appraisal of physical work environment and work hazards, Safety rules and procedures, Worker's involvement, Management's commitment). The same multiple regression analysis which used safety behavior as a criterion showed that 5 dimensions were significant predictors(Competence, Management's commitment, Safety rules and procedures, Worker's involvement, Supportive environment). Limitations of the study and implications for future research were discussed.
The purpose of this study was to meta-analyze the research examining the effects of team learning behavior on team performance. In addition, team size, team type and study setting were investigated as potential moderators of the relationship between team learning behavior and team performance. In total, the database consisted of 21 effect sizes of 17 studies. They were analyzed by using Hunter & Schmidt (2004) meta-analytic procedure. The results indicated that team learning behavior was positively related to team performance and team innovation. The findings suggested that team size, team type, and study setting moderate the relationship of team learning behavior to team performance. The relationship of team learning behavior and team performance was stronger in small teams than in medium and large teams. The stronger relationship of team learning to team performance in project teams was found. Finally, the stronger relationship of team learning behavior to team performance in academic setting than organizational setting was shown. However, in small teams and the academic setting the number of independent studies was less than 5, so it was important to interpret with caution. The implication and limitations of this research were discussed.