open access
메뉴
open access
메뉴
ISSN : 1229-0696
The purposes of this study were to investigate the relationship between perceived supervisor support and employee silence behavior, the mediating roles of acquiescent silence motivation and defensive silence motivation in the relationship between perceived supervisor support and employee silence behavior, the relationship between perceived procedural justice and employee silence behavior, and the mediating roles of acquiescent silence motivation and opportunistic silence motivation in the relationship between perceived procedural justice and employee silence behavior. Using the survey research method, data were collected from 498 employees who were working in a variety of organizations in Korea. The results of this study showed that perceived supervisor support is negatively related with employee silence behavior. And the relationship between perceived supervisor support and employee silence behavior is partially mediated by acquiescent silence motivation and defensive silence motivation. Also, perceived procedural justice is negatively related with employee silence behavior. The relationship between perceived procedural justice and employee silence behavior is fully mediated by acquiescent silence motivation and opportunistic silence motivation. Based on these results, we discussed the implications of study, limitations, and the suggestions for future research.
Many companies have started to pay attention to the promotion of employee happiness and offer a variety of benefit plans to improve company productivity. Work-life harmony and leader-member exchange are important parts of the quality of working life. Organizational commitment is directly related to organizational performance. The purpose of this study was to examine the effects of work-life harmony and leader-member exchange on organizational commitment through employee happiness at work. Data was collected from 530 workers employed in a variety of organizations. It was found that work-life harmony and leader-member exchange quality were significant predictors of employee happiness at work and that the happiness at work was a significant indicator of organizational commitment. In addition, the happiness at work completely mediated the relationships between work-life harmony and organizational commitment, and partially mediated the relationships between leader-member exchange and organizational commitment. The results of this study will be helpful for employees and organizations as it will offer solutions to promote employee happiness and improve company productivity. In addition, it can be utilized as a basic resource for a corporate welfare system.
This research aimed to investigate the impact of superior’s anger out on the employees’ creative process engagement, the mediating effect of negative mood, and the moderating effects of the personal identification with the leader. To examine these ideas, we conducted a survey and collected data from 211 employees of diverse organizations. Results result showed that superior’s anger out was positively related to the employees’ negative mood. The negative mood of the employees, however, had no significant effect on the creative process engagement and it did not mediate the relationship of the superior’s anger out with employees’ creative process engagement. Lastly, personal identification with the leader significantly moderated the relationship between the superior’s anger out and the employees’ negative emotion. That is, results revealed that those employees who had higher level of personal identification with the leader regarded his/her anger out as a signal of dissatisfaction toward their work performance, tended to exert more effort to resolve the problems creatively. Applied implications of the results are discussed.
The purpose of this study is to test the effect of achievement goal orientations and safety climate on safe and unsafe behaviors. Safe behaviors were measured by observances and automatic safe behaviors, and unsafe behaviors by violations and mistakes. Three fifty employees from corporations were participated in this research. Both mastery approach goal and performance approach goal orientations have significant positive relations with the safe behaviors and negative relations with the unsafe behaviors, but both mastery avoidance goal and performance avoidance goal orientations have significant negative relations with the safe behaviors and positive relations with the unsafe behaviors. This results suggest to confirm the multiple goal perspective of the achievement goal orientation argued both mastery goal and performance goal orientations have relations with adaptive and maladaptive behaviors. Safety climates measured by five factors, management values, safety practice, safety training, safety communication, and supervisor leadership, were significant positive relations with safe behaviors and negative relations with unsafe behaviors. Specially safety climates have significantly stronger correlations with unintentional behaviors(automatic safe behavior and mistake) than intentional behaviors(observance and violation). The relative contributions of individual variables and organizational variables to safe and unsafe behaviors were discussed.
Previous research found that task conflict and relationship conflict are highly correlated and calls for research on factors that buffer the detrimental effects of relationship conflict for the beneficial effects of task conflict on team performance. With the cognitive approach to conflict construal processes, the present research argues that conflict mindset, a mental frame that people adopt in making sense of conflict situations, plays an important role in shaping responses to relationship conflict, which affects the destructive outcomes of relationship conflict such as diminished feeling of relationship closeness with the other party. Survey data were collected from 272 college students. This research identified two different types of conflict mindset, and found that learning mindset has a positve relation with relationship closeness and this relation is partially mediated by a chain of cooperative resolution strategy, perceived fairness of the other's behavior, and residual emotion, while judgmental mindset has an indirect relation with relationship closeness via the path between avoidance strategy and residual emotion. The results indicate that conflict mindset is important in explaining conflict responses and different conflict outcomes in terms of relationship maintenance, and furthermore learning mindset can be effective in buffering the damaging effects of relationship conflict. Finally, theoretical and practical implications, limitation and suggestion for future research are discussed.
The purpose of the present study is to propose comprehensive conceptual model of workplace spirituality(WS) and to develp a scale that can measure the WS. In study 1, the five-factor model of WS was proposed, and 39 items were developed for constructing workplace spirituality index(WSI) scale. The 5-factor model of WS included the followings: 1) ‘a sense of inner life’ toward oneself, 2) ‘a sense of calling’ toward one's work, 3) ‘a sense of empathy’ toward one's colleagues, 4) ‘a sense of community’ toward on's organization, and 5) ‘a sense of transcendence’ above and beyond one's ego. A sample of 239 participants from six global companies completed the scale, and an exploratory factor analysis showed 5 factor structure, and 23 items were selected to constuct a final WSI scale. In study 2, a cross-validation study was conducted with a sample of 161 participants. A confirmatory factor analysis indicated a satisfactory fit for the 5-factor model of WS, and a secondary factor analysis revealed that the five factors were well converged into the higher factor of the whole WS. In study 3, a discriminant validation study was conducted with a sample of 400 employees to show a discriminant validity between WS and subjective well-being (SWB), quality of working life (QWL), and perceived value of work (PVW). The results showed that WS was a different construct with the above related concepts. Finally, theoretical and practical implications were discussed, and limitations and future suggestions were described.
This study investigated the conflict transformation pattern and the mediating role of emotions in nurse-physician conflicts. Nurses experience relatively heavier amount of relationship conflict compared to physicians. Relationship conflicts are known to have adverse effects on team satisfaction and team performance. Using a five-day diary study, data was collected from nurses in large hospitals. The respondents selected the physicians with the most frequent interaction, and answered questionnaires regarding that specific interaction while most existing studies used the information elicited from the interaction with the most conflicts. Several HLM analyses on conflicts scales showed that there were conflict transformation from task conflict to relationship conflict and that positive emotion mediated the transformation process. In other words, once task conflict was experienced, positive emotion decreases, and the decrease leads to the increase of relationship conflict the following day. However, the emotion itself did not carry over to the next day. This result suggests that nurses are capable of psychological detachment, which buffers the emotional association for two consecutive days.
The purpose of the present study was to (1) examine the relationships between proactive personality and organizational citizenship behavior as well as task performance and (2) test the moderating effects of job meaningfulness, supportive leadership and autonomy culture(each representing task, social and organizational level) on these relationships based on the trait activation theory(TAT). A total of 435 employees working at various companies in Korea participated in a survey, and 404 data were used for statistical analysis after elimination of inadequate samples. The results of correlation analyses showed that proactive personality was significantly related to both organizational citizenship behavior and task performance. Furthermore, the results of hierarchial regression analyses demonstrated that job meaningfulness and supportive leadership moderated the relationship between proactive personality and organizational citizenship behavior, while the moderating effect of autonomy culture on the relationship between proactive personality and task performance was supported. Finally, the implications and future research directions were discussed.