open access
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open access
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ISSN : 1229-0696
This study aimed to investigate the relationship between cultural orientations (horizontal/vertical -individualism/collectivism) and organizational citizenship behaviors (OCBI or OCBO). Levels of perceived organizational support (POS) was treated and evaluated as a moderator or a mediator. Data were collected based on a survey from 385 workers of various organizations. Correlation analysis for relationship between variables, hierarchical regression analysis for moderation effect of POS, and a series of simple regression analysis for mediation effect of POS were performed. The results showed the followings. First, except for OCBI, all types of cultural orientation appeared to relate to OCBO. Second, horizontal- individualism showed no indication of POS, resulted in a non-significant mediating effect on the relationship between horizontal-individualism and OCBI/OCBO. Third, except for the significant moderating effect of POS in the relationship between vertical-collectivism and OCBO, POS was found to have partial mediating effects on the relationship between cultural orientation-OCB. Limitations and further research consideration were discussed.
The first purpose of this study was to examine the nonlinear relationships between personality traits (conscientiousness and emotional stability) and job performance(task performance and contextual performance). The second purpose was to examine the difference of inflection points in the nonlinear relationships between conscientiousness's narrow traits(achievement and dependability) and task performance. And the third purpose was to examine the moderating effect of job creativity on the nonlinear relationship between conscientiousness and task performance. Data were gathered from 211 employees who were working in various organizations in Korea. To reduce the effect from common method bias, task performance and contextual performance were rated by others(peers or supervisors). As results, there were significant nonlinear relationships between conscientiousness and job performance(task performance and contextual performance), and significant nonlinear relationship between emotional stability and task performance. But there was no nonlinear relationship between emotional stability and contextual performance. The inflection points in the nonlinear relationships between the conscientiousness's narrow traits(achievement and dependability) and task performance were different. Job creativity moderated the nonlinear relationship between conscientiousness and task performance. Finally, implication of results and future research tasks were discussed with limitations.
The purpose of this study was to explore interation effects of leadership styles and team type on team effectiveness. 216 experimental participants were assigned to each experimental conditions according to 2 (type of team: face to face team vs. virtual team) × 3(leadership styles: transformational leadership vs. transactional leadership vs. laissez-faire leadership) factorial experimental design. As 7 participants were excepted because of incredible behaviors during experiment, finally data obtained from 209 participants were statistically analysed. 6 confederates played role as one leader's style according the script described leader's behavior in face to face team or virtual team. The results of 2-way ANOVA, the interaction effect of team type and leadership styles on the team effectiveness was statistically significant. Level of task effectiveness and team satisfaction of transformational leadership in virtual team were higher than other conditions. Thus, These results implied that transformational leadership will be superior than other leadership styles among various type virtual work teams in 21th century as a knowledge based society. The meaning of this study was to use the laboratory experimental design for examining differential effects of leadership styles in the face to face team and virtual team. Finally limitations of this study and tasks for future study were discussed.
This study examined the effectiveness of behavior-based safety(BBS) program in improving safe behaviors and safety climate of organization. BBS program was applied to the steel manufacturing and construction sites. The dependent variables were measured by the percentage of employees’ safe behaviors observed and perceived safe behaviors and safety climate of employees. BBS program consisted of goal-setting, feedback, and incentive. The one group pretest-posttest design was adopted for perceived safe behaviors and safety climate. Observed safe behaviors were measured during the baseline and intervention phases(AB design). The results indicated that the mean percentage of employees’ safe behaviors observed increased after introducing BBS program. Also, the mean scores of perceived safe behaviors and safety climate of employees significantly increased. Based on these results, the implications of this study and suggestions for future research were discussed.
The purpose of this study was to examine the effects of servant leadership on organizational citizenship behavior(OCB) and counter-productive behavior(CPB) through mediating variables of supervisory trust and organizational trust. In addition, a moderating effect of promotion focus of subordinate on the relationship between servant leadership and supervisory trust was examined. Data were collected form 205 employee who are working in various organizations in Korea. The results of structural equation analyses showed that servant leadership had a direct effect on supervisory trust, which then influences organizational trust, and then finally affects OCB and CPB. Promotion focus moderated the relationship between servant leadership and supervisor trust. Contrary to the hypothesis, however, the relationship between servant leadership and supervisor trust was stronger for the low promotion focus group. Finally, the implications, limitations, and suggestions for future research were discussed.
The purpose of this study was to investigate the relationship between POPs, OJ, OCB, BJW and LPS. Also, this study examined the mediating effect of OJ on the relationship between POPs and OCB. And this study examined the moderating effect of BJW on the relationship between POPs and OJ and the moderating effect of LPS on the relationship between OJ and OCB. Data were collected from 283 employees from a number of companies. The result of this study showed that the relationship between POPs and OJ is significantly negative and the relationship between OJ and OCB is significantly positive. Also, OJ fully mediated the relationship between POP and OCB. And BJW didn't moderated the relationship between POPs and OJ. And LPS moderated the relationship between OJ and OCB. Finally, based on the results, the implication of this study and the direction for future research were discussed.
The present study investigated the utilities of two types of item response process models(dominance model and ideal point model) for personality item parameter estimation and scoring. The authors developed scales for four personality traits(achievement, fairness, cooperation and honesty) using classical test theory, dominance item response theory(IRT) method, and ideal point IRT method and compared the methods in terms of model-data fit, information and criterion validity. Results show that the fit of ideal point IRT model was better than that of dominance IRT model, but the difference between the fit of two models was very slight. The test information functions of ideal point IRT model and dominance IRT model for honesty and cooperation scales were very similar. The criterion-related validity based on individual ability estimates and grades was not significant for the three methods but the validity for the ideal point method is not better than dominant IRT model. Implications and limitations of the findings are discussed.
Transformational leadership produces ambidextrous effects: followers' dependence on leaders and independent competence. These two effects represent affective and cognitive aspects of psychological process in the functioning of transformational leadership. This study examined the mediating role of trust and perceived control as the link between transformational leadership and organizational commitment. With analysis of data from 1,136 employees using structural equation modeling(SEM), we tested the hypothetical model explaining the structural relationships among the variables and interpreted the fitness and robustness of the suggested model. The results showed that (1) trust partially mediated the relationship between transformational leadership and organizational commitment, and (2) the relationship between transformational leadership and organizational commitment was also partially mediated by perceived control. The results suggest that transformational leaders need to harmonize both dependency and independence of followers. The implications and the directions for future studies were also discussed.
The previous LMX literatures have studied that leader’s differential role influenced member’s attitude in leader and member dyadic relationship. But after the study of Sparrowe & Liden(1997), the recent literature emphasize the necessity of multilevel approach, focusing on the team context that belongs leader and members beyond independent dyadic relationship. So we explored ‘LMX differentiation’ and ‘TMS’ as team context factor that influenced employee in team. These factors extend LMX research in that team context could be consider as boundary condition in relationship. To test multilevel hypothesis, we collected the survey data from 277 members and 37 teams and analyzed Hierarchical Linear Modeling. In result, We found that employee’s LMX quality increases team commitment and TMS quality moderate that relationship.
This study examined the relationship between ‘reaction’ and ‘learning’ based on the Kirkpatrick's training evaluation model, with an emphasis on the moderating effect of trainee's difference variable(goal-orientation, openness to experience, extraversion). The survey data from a job training class of 212 employees were analyzed. The results of the study are summarized as follows; First, the three dimensions of reaction(enjoyment, usefulness, difficulty) predicted subjective learning significantly. In other words, when trainees felt enjoyment or usefulness about their training program, effect of learning increased. However, learning was decreased as they felt difficulties in training program. Second, the result showed that among trainee's individual difference variables, mastery goal-orientation, performance goal-orientation, and extraversion had positive effect on learning while openness to experience had not any effect. Third, this result proved to have a moderating effect of some trainee's individual difference variables in the relationship between reaction and learning. Specifically, extraversion moderated the relationship between enjoyment and learning positively. Goal-orientation did not moderat the relationship between difficulty and learning. Extraversion had neigher main effect nor moderating effect on learning. Finally, limitation of the study and the direction for future research were discussed.