open access
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open access
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ISSN : 1229-0696
Although academic and social interests in the effects of long working hours and after-hours job-related activities on recovery from work have increased, few empirical studies have investigated the effects of after-hours job-related social activities on recovery and job effectiveness. We hypothesized and examined a mediation model that job-related social activities and after-hours work activities could influence next day ego depletion and job engagement through psychological detachment. Data from 377 employees who responded twice a day (morning and evening) for two weeks were collected using a daily diary survey. Multi-level analyses showed that as employees spent more time at both job-related social activities and after-hours work activities, their psychological detachment decreased, resulting in a higher ego depletion and a lower job engagement on the following day. Interestingly, after-hours job-related social activities had a larger effect on ego depletion than after-hours work activities. Finally, the direct effects of after-hours work activities and job-related social activities on ego depletion were also significant. These findings suggest that after-hours work-related activities can affect ego depletion through alternative or multiple paths, as opposed to solely a psychological detachment. The findings of this study could help us contribute to understand the harmful effects of after-hours work activities and job-related social activities on the recovery process. They also have important implications in terms of interventions for recovery.
In this study, we aimed to investigate the two-sided effect of empowering leadership on follower’s job stress by focusing on the potential for positive and negative effects of empowering leadership. Based on the empowerment theory and the role theory of accountability, we examined the mediating effects of self-efficacy and felt accountability and the moderated mediation effects of perceived organizational support(POS) in the relationship between empowering leadership and job stress. A total of 427 Korean employees participated in this study through an online survey. The results show that empowering leadership has indirect effects on job stress mediated by self-efficacy and felt accountability. Specifically, empowering leadership reduced job stress via increased self-efficacy, while increased job stress via increased felt accountability. Evidence was also found of the moderating role of POS: the positive relation between felt accountability and job stress was stronger for those with a low level of POS than those with a high POS. However, the moderating effect of POS was not found in the relationship between self-efficacy and job stress. In addition, the mediating effect of felt accountability was moderated by POS in the relationship between empowering leadership and follower’s job stress. Based on the results, we discuss several implications, limitations, and recommendations for future research.
In order to cope with rapid changes in current business environment, the pursuit of competitive advantage through the optimal use of human capital is one of the most important strategies to the firms. The employee training plays a key role in cultivating human capital, which can not only bring higher organizational performance but also create strong corporate values. Considering the fact that unique organizational culture in each firm affects the attitudes of organizational members in various ways, we sought to explore the role of organizational culture in order to examine how employee perception of training effectiveness affects organizational commitment. For this purpose, this study tests the relationship between employee perception of training effectiveness and organizational commitment and moderating effects by two types of organizational cultures in this relationship. Based on the analyses of the HCCP data, the results of this study showed that the employee perception of training effectiveness has a significant positive relationship on organizational commitment and that the relationship is constant in the clan-oriented organizational culture, whereas it is significantly weakened under the market-oriented organizational culture.
The purpose of this study was to validate the adult’s career decision motivation scale based on the self-determination theory, and examine the relation of motivation factors through cluster analysis. In Study 1, a sample of adults who have made career transitions participated, and scale items were selected based on interviews regarding their career decision making processes. In Study 2, selected items were rearranged into four motivation factors (external regulation, introjected regulation, identified regulation, intrinsic motivation) and the constructed scale was conducted on a sample of 240 adults with career transition experience. Data analyzed reported good validity and reliability of the 24-item model consisting of four motivational factors for each of the six behavioral items. Study 3 reports the results of a cluster analysis using the adult career decision motivations scale. Four meaningful clusters were identified and career decision motivation types were classified as ‘control motivated’, ‘poorly motivated’, ‘self-determined’, and ‘strongly motivated’. The strongly motivated cluster showed high levels of career adaptability(CA) and career satisfaction(CS), and the poorly motivated cluster showed low levels of CA and CS. The self-determined cluster had high CA, but there was no significant difference in CS from other clusters. Finally, how controlled motivation and autonomous motiavation could coexist and bring positive results in the cuareer decision making process of adults was discussed.
Some issues on constructs of MBI-GS in the burnout study has been risen. Schaufeli’s team(2019) invented the new measure of Burnout Assessment Tool(BAT) as the second version of burnout inventory, which covers the problematic issues. The present study aimed to validate the BAT among the South Korean sample. The one among 23 items of BAT were excluded based on an exploratory factor analysis using 367 South Korean employees. A four-factor structure of K-BAT (i.e., exhaustion, mental distance, impaired cognitive control, impaired emotional control) was supported by a confirmatory factor analysis using a different 345 employees. Validity tests for a convergence and a discriminativeness were tested by applying the MTMM(Multi-Traits Multi-Methods) model, along with a correlation analysis with MBI. For external discriminative validity, engagement was used. A sequential test for a criterion validity both with demands of workload and role ambiguity and with outcomes of turnover intention and depression was conducted. A convergence, an external discriminative, and a criterion validity were supported respectively, whereas an internal discriminative validity with MBI not supported. Implications and the directions for a consequential study were discussed, with considering the present study as an initial study for validating K-BAT.
The purpose of this study is to verify the effect of challenge and hindrance job demands on two-dimensional view of work-related subjective well-being and the role of employee’s dominant promotion-focus and LMX based on Russell's circumplex model(1980). A sample of 361 employees were participated voluntarily in this study and data were analyzed. The results and implications of this study are as follows. First, challenge stressor had a positive effect on the positive factors of work-related subjective well-being, while hindrance stressor had a negative effect. The effect of challenge stressor on work engagement was relatively large than the effect on job satisfaction. Second, both challenge and hindrance stressor had a positive effect on the negative factors of work-related subjective well-being. In comparison of the effect size considering activation level, the effect of challenge stressor on workaholic and hindrance stressor on burnout was relatively large compare to each other. Third, employee’s dominant promotion-focus showed the role of enhancing effect of challenge demands on the positive factors of work-related subjective well-being. The LMX has been shown to mitigate the effects of hindrance stressor on workaholic. Finally, theoretical and practical implications of these findings, along with this study limitations and future research directions were discussed.
The purposes of this research were to develop the Honesty test using situation judgment test format to reduce the possibility of faking good in personality scales and to identify construct validity and concurrent validity of the developed scale. Total 359 employees(male, 46.24%; female, 53.76%) were used in this study. The Honesty test developed in this study consists of 5 to 6 items 6 items for each 4 sub-constructs (i.e., sincerity, fairness, greed avoidance and modesty) of honesty-humility factor in HEXACO model. Confirmatory factor analysis to assess the construct validity of the Honesty test resulted in favorable goodness of fit indexes for the 4-factor model(CFI = .946, TLI = .925, RMSEA = .046). Also, favorable goodness of fit indexes(CFI = .934, TLI = .911, RMSEA = .049) in the higher-order factor analysis showed that the 4 sub-constructs were converged into the single honesty-humility factor. To investigate the possibility of faking good could be reduced in the situational judgment test format compared to the Likert test format in measuring honesty, correlations between the honesty scores in each test format and the scores of faking good were compared. Although the correlations between the humility sub-constructs(i.e., greed avoidance and modesty) and faking good scores were not significantly different depending on the measurement format, the correlations between the honesty sub-constructs(i.e., sincerity and fairness) and faking good scores were significantly low in the situational judgment test format than in the Likert test format. The concurrent validity analyses revealed that the Honesty test using situational judgment test format had significant correlations with Machiavellism personality(r = -.21) and self-control(r = .27). Limitations of the study and directions for future study were discussed.