ISSN : 1229-0696
The purpose of this study was to examine the relationships among growth orientation, job crafting, and creative behavior. Specifically, this study examined the mediating effect of job crafting on the relationship between growth orientation and creative behavior. Also, this study was intended to examine the moderating effect of development culture on the relationship between growth orientation and job crafting. Also, the moderated mediation effect of developmental culture examined growth orientation and creative behavior. Data collected from 294 employees who were working in various companies via an online survey. The results showed that growth orientation was positively related to job crafting and creative behavior. Furthermore, job crafting partially mediated the relationship between growth orientation and creative behavior. Also, when the development culture of the organization was influential, the relation of growth orientation to job crafting was stronger, confirming the moderating effect of development culture. Moreover, the moderated mediation effect of developmental culture found. Based on the results of this study, implications, limitations, and future research discussed.
Although both workaholism and job engagement are known to share the behavioral tendency of heavy work investment, the underlying motivations as well as implications for individuals and organizations differ from each other. To further the understanding of the similarity and differences between the two variables, the current study used a daily diary study to examine how workaholism and job engagement influence sleep quality through psychological detachment. Multilevel structural equation modeling on the data collected from 89 employees of an organization over five days showed, as expected, workaholism had negative effects on sleep quality through psychological detachment. Further, the study showed that workaholism acted as a suppressor for the relationship between job engagement and psychological detachment. That is, after controlling for workaholism, the positive relationship between job engagement and psychological detachment increased. However, the hypothesis that job engagement positively influences sleep quality through psychological detachment was not supported. The findings contribute to understanding the mechanism of the negative effect of workaholics, and also raise the need to re-examine the conceptual definition of job engagement.
This study was intended to develop the communication competence scale for the middle manager in organizations and examine its validity. To develop the communication competence scale of middle managers, first, 632 items extracted through literature review, expert interviews, and open surveys for middle managers. In the process of developing the items, it found that there were differences in competencies between communication with superiors and communication with subordinates. Thus it was decided to develop two different scales for each of middle managers’ communication competencies with superior and communication competencies with the subordinate. Based on experts’ evaluations on the content validity of the items, 81 items for the communication competencies with superior and 78 items for the communication competencies with subordinates were selected. In the first preliminary survey obtained from 338 middle managers, ten factors and 69 items selected for the communication competencies with superior and eight factors, and 54 items obtained for the communication competencies with the subordinate. In the second preliminary survey obtained from 206 middle managers, eight factors, and 64 items for the communication competencies with superior and seven factors and 45 items for the communication competencies with subordinates obtained. The total sample was divided into two groups to check the scale validity. Exploratory factor analyses conducted for group 1 then a confirmatory factor analysis conducted for the other group. The results showed that the exploratory factor analysis extracted 8 factors (persuasion, self-confidence, manner, listening, honesty, confirm, logicality, wisdom) and 52 items for the communication competencies with superior, and 7 factors (listening, humor, emotion regulation, modesty, non-verbal expression, consideration, clarity) and 37 items for the communication competencies with subordinate. In the confirmatory factor analysis using structural equation modeling, the models fit the data well. Also, the communication competencies of the middle manager significantly correlated with the criterion variables such as interpersonal relationship competencies and conflict management and confirming the criterion-related validity of the scale. Finally, implications, limitations, and directions for future research discussed.
The purpose of this study is to investigate the effect of hierarchical organizational structure and performance-based human resource systems on the climate of silence and silence behavior and to reveal this process. We will examine the effect of the hierarchical organizational structure and performance-based human resource system on organizational silence, the dual mediated effects on climate of silence, and psychological unsafety. A total of 300 employees working in a variety of different fields in Korea participated in an on-line survey, These results showed that hierarchical organizational structure had a positive effect on the climate of silence and Performance-based human resource system harmed climate of silence. The climate of silence had a positive effect on psychological unsafety, and Psychological unsafety had a positive effect on defensive silence. The defensive silence a positive effect on acquiescent silence. The hierarchical organizational structure affected defensive silence, through the climate of silence and psychological unsafety, and affected acquiescent silence, through the climate of silence, psychology unsafety, and defensive silence. This study is significant to integrate to consider the effect of organizational structure, culture, and Psychological factor on silence behavior.