ISSN : 1229-0696
The first purpose of this study is to develop a Korean version of the counterproductive work behaviors (CWBs) scale suited for white-collar employees (Study 1). The second purpose of this study is to examine the indirect effect of employee's work-life conflict on their organizational commitment and CWBs through the resource loss and negative emotion (Study 2). In Study 1, we collected a CWBs-item pool through the literature review, open-ended questionnaire and interviews. We conducted an exploratory factor analysis with the data from 315 employees and found a four-factor structure of CWBs (counterfeit, verbally hostile behavior, withdrawal, and production deviance) consisting of 13 items. The results from a confirmatory factor analysis supported the validity of the four-factor structure. In Study 2, we hypothesized that employees who suffer from the work-life conflict perceive resource loss and this resource loss yields employees' negative emotion and the subsequent decrease in organizational commitment and the increase in CWBs. Based on the data from a sample of 450 employees, a structural equation modeling analysis was conducted. The results revealed that the work-life conflict had a negative effect on organizational commitment and a positive effect on CWBs. Also, these relationships were sequentially mediated by the resource loss and negative emotion, supporting for the research hypotheses. Finally, theoretical and practical implications, limitation and suggestion for future research were discussed.
In this study, we developed a career group coaching program for career interrupted female with highly educated in science and engineering and verified the effect. In order to refine the program direction, Inquiry surveys were conducted through literature surveys, in-depth interviews, and surveys. Before applying the program, we applied the preliminary research program to 6 women who had cut off science and engineering career and tested the effect. The program was revised and supplemented with the questionnaire results and opinions of experts. In order to verify the effectiveness of the program, 45 students who autonomously participated in the dismissal career of science and engineering major were assigned to 15 experimental groups, 15 comparative groups and 15 control groups by radio allocation. At this time, the experimental group performed the program developed in this study, the comparative group performed the WIN program, and the control group was not treated. Experimental group and comparative group were conducted at 8 sessions for 120 minutes once a week. Job-seeking efficacy, career adaptability, social support, growth mindset, and stress coping were measured before, after and after 3 months. Data analysis was conducted to confirm the homogeneity of the three groups through SPSS 21.0, and then to verify the interaction effect between the point of view, experiment, comparison and control group before, after and after. As a result, it was confirmed that career group coaching positively influenced job performance self-efficacy, career adaptability, growth mindset, stress coping ability, statistically significant difference and average score increase. Also, it was confirmed that the coaching effectiveness was maintained. Based on the results of this study, implications and limitations of this study and future research were discussed.
The present study aimed to replicate Bennett et al. (2016)’s study that investigated the profiles of recovery experiences among U.S. employees. A sample of 472 Korean employees was surveyed on their four recovery experiences(psychological detachment, relaxation, mastery and control; Sonnentag & Fritz, 2007) and problem-solving pondering during typical leisure time. By adopting person-centered approach using the latent profile analysis, we identified three profiles of recovery experiences: Recovery, Intermediate, and Fatigue Profiles. There were significant differences among these three profiles in demographics(age, marriage status, and the number of children) and job conditions(job demands, job resources), and well-being outcomes(work engagement, emotional exhaustion, sleep quality). By comparing the results with those of Bennett et al. (2016), we discussed the implications and limitations of this study, and suggested directions for the future studies.
This study examines the relationships between employees’ cultural value orientations and their innovative work behaviors and the mediation effects of self-leadership in the relationships. Four hundred and eighty two employees working at various firms in Korea and China responded to a questionnaire consisting of measures designed to assess uncertainty avoidance, power distance, and innovative work behavior. Analyses of the data revealed that power distance was negatively related to innovative work behavior for both respondents while uncertainty avoidance was positively related to innovative work behavior. The mediation effects of self-leadership were also found. This study contributes to current research literature by providing empirical evidence for the role of self-leadership in the mechanism linking individuals’ cultural value orientations and innovative work behavior. The study also discusses similarities and differences in the patterns of power distance, uncertainty avoidance, innovative work behavior, and self-leadership across Korean and Chinese respondents and their implications in changing business environment.
The present study verified that organizational companionship reduces the effect of task conflict on relationship conflict, which leads to positive effect on team effectiveness indicators - teamwork and team performance. Data were collected from 304 employees using survey questionnaires. The result indicated that relationship conflict mediated the relationship between task conflict and teamwork. Also, the results showed that a moderated mediation effect of organizational companionship was significant. Specifically, the higher organizational companionship, the less mediation effect of relationship conflict. Results of structural equation modeling signified that the moderated mediation effect leads to positive effect on team performance. Lastly, implications and limitations of the results are discussed.
The purpose of this study was to validate the Thriving at Work Scale(TWS) developed by Porath and colleagues(2012) in Korea. Specifically, the study was attempted to (1) examine the factor structure and items of the TWS to develop the Korean version of the TWS(TWS-K), and (2) investigate the discriminant validity of the TWS-K with the 5 similar concepts proposed only conceptually in the literature(job engagement, flow, resilience, flourishing, psychological well-being) as well as the incremental validity of the TWS-K over job engagement on performance. Two surveys were conducted for this purpose, and a total of 850 employees working at different fields in Korea participated in off-line or on-line survey. In Study 1, we conducted both exploratory and confirmatory factor analyses using the off-line data of 205 participants. The results showed that the factor structure of vitality and learning composed of positive 10 items in the TWS-K had a better fit compared to the original positive 8 and negative 2 items included in the TWS. It was also found that the reliability of the TWS-K was much higher than that of the TWS among Koreans. In Study 2, the results of a confirmatory factor analysis on 645 on-line participants demonstrated the six-factor model which assumed the independence of 6 related factors had the best fit among 6 models, supporting the discriminant validity of the TWS-K. Support was also found for the criterion-related validity of the TWS-K on the various criteria of performance. In addition, the results of hierarchical multiple regression analyses confirmed that thriving at work is a distinct construct, as the incremental variances of thriving at work on task, contextual, and adaptive performance were significant when each of similar concepts such as jog engagement controlled. Finally the implications and future research directions were discussed based on the findings.
The purpose of the present research was to examine the possibility that trait resilience can serve adaptive functions in regulating the effects of relationship damaging effects of relationship conflict stress. Specifically, the present research suggested that trait resilience facilitates the experience of positive emotion, which weakens the relationship between conflict stress and residual emotions for the other party in conflict situations. A 14-day diary study was conducted to collect relationship conflict in daily life. The results of analysis of 297 conflict events showed that trait resilience affected the level of positive emotion experienced after conflict occurrence, which significantly moderated the strength of indirect effects of conflict stress on residual emotions. These findings indicate that trait resilience can serve as a protective factor against the relationship damaging effects of relationship conflicts. The discussion focuses on implications of the findings in terms of organizational adjustment and organizational effectiveness, limitations and suggestions for future research.
In this study, we conducted a study based on the possibility that expressing anger in organization could lead to positive effects as well as negative effects, and compared when expressing anger and receiving other’s anger. This study is divided into Study 1 and Study 2. and the purpose of Study 1 was to construct questionnires on the ways of anger expression and the effects of anger expression in organizational settings. As a result, the ways of anger expression were divided into linguistic anger expression and behavioral anger expression. The effect of anger expression was divided into a positive level and a negative level. The purpose of Study 2 was to examine the relation between the ways of anger expression and the effects of anger expression and the moderating effect of self-consciousness through the items constructed in Study 1. Results of analysis of the data from 271 organizational members are as follows. First, expressing anger was positively related to both positive and negative effects of anger expression, and receiving anger was positively related to the negative effects of anger expression. Second, Self-consciousness significantly moderated the relationship between the receiving anger and the effect of anger expression. Second, Self-consciousness had a moderating effect on receiving anger on the effect of anger expression. Specifically, the moderating effect of private-public self consciousness was statistically significant in the effects of receiving anger on the positive effect of anger expression.