ISSN : 1229-0696
Today, the change and innovation has arisen as one of the hot issues in organization literature. The change and innovation is not 'choice' but 'survival'. In this view, it is very important to manage the process of organization change and to deal with resistance of change intervention. Therefore, this study was aimed to develop a scale for assessing the change stage using data from 1,754 government employee in 47 government agency. Study 1 developed the scale for assessing change stage based on Kotter's 8 change stages theory and found it has acceptable reliabilities. Also we compared three-stage, five-stage change model with eight-stage using CFA. Result showed that eight-stage model was best fit with data. Study 2 was undertaken for the validation of the newly developed scale. For this, we compared each subscale with the stages of individual behavior change and the degree of innovation participation of the employees. Result showed that the more high value each stage had, the higher the degree of innovation participation and individual behavior change. And we tried to do the criterion-related validity through comparing it with performance evaluation of innovation by experts. The result showed that the greater value each organization had at each stage, the high is the rank of evaluation. Finally, the theoretical and practical implications of this study was also suggested.
On the assumption that performance feedback will be composed of information and reward feedback, this research developed 4 scales of feedback: Information-giving, information- seeking, reward-giving, and reward-seeking. And this research investigated the effects of achievement goal orientation on the four kinds of feedback behaviors. Data were gathered from 273 employees in corporations. The authors found that the four feedback scales were independent factors, and each achievement goal orientations had systematic relationships with four types of feedback. Performance approach goal orientation had significant positive correlations with all four feedbacks, but performance avoidance goal orientation had significant positive correlations with only reward-giving and reward-receiving feedbacks. Mastery-approach goal orientation had no significant relationship with reward-seeking and reward-giving feedbacks but had significant positive correlations with information-giving and information-seeking feedbacks. Mastery-avoidance goal orientation had significant positive correlations with reward-seeking and information seeking feedbacks. A possible framework for interpretation of the results were suggested in discussion.
This study was to test the role of leader-member exchange (LMX) through which emotional competencies indirectly influence supervisor-related stress and further turnover intention (emotional competencies → LMX → supervisor-related stress → turnover intention) using structural equation model with data from 316 Korean employees working in various industries. Results revealed that those with higher emotional competencies form higher quality LMX with their supervisors, and thereby they lower supervisor-related stress and turnover intention. As with the previous research findings, those low in supervisor-related stress are also low in turnover intention. In sum, we found the important role of LMX through which emotional competencies indirectly lower supervisor-related stress, which in turn lowers turnover intention. Limitations, directions for future research, implications for personnel selection and training/development were discussed.
The purpose of this study was to examine the effects of perceived overqualification on self-esteem and mental health by means of 2-wave panel study of college graduates. Multiple regression analysis was used to examine the effects of perceived overqualification on self-esteem and mental health. As expected, perceived overqualification had significant effect on self-esteem and mental health. This study included the unemployed to compare with the PO-High(perceived overqualification high) group and the PO-Low(perceived overqualification low) group. The PO-High group and the unemployed were lower than the PO-Low group in level of positive self-esteem and higher in level of negative self-esteem each wave. For all group, there were no difference of positive self-esteem between T1 and T2. For only the PO-Low group, there were decrease of negative self-esteem from T1 to T2. Results revealed no difference among three groups in the score of GHQ depression/anxiety at T1, but the PO-High group and the unemployed had higher score of GHQ depression/anxiety at T2. For the PO-High group and the unemployed, the score of GHQ depression/anxiety increased from T1 to T2. But for the PO-Low group, that score decreased from T1 to T2. In the score of GHQ maladjustment, the PO-High group and the unemployed had higher score than the PO-Low group each wave and only that of the PO-Low group decreased from T1 to T2. The findings support Liem's position(1992) not Jahoda(1981).
This paper examined the individual differences in confidence and response criterion on situation awareness. Participants completed the big-five personality inventory, the Need for Closure scale, and the unsafe attitude questionnaire followed by a flight situation awareness task designed to assess overconfidence level and response bias. The data obtained were then analyzed using the framework of Calibration and Signal Detection Theory. High level of extraversion and emotional stability predicted overconfidence. In addition, low level of extraversion, conscientiousness, and intellect groups significantly showed more conservative response criterion. The implication of these results are discussed in terms of pilot training.
This study was intended to examine the concept of emotional labor with regard to emotional display rules, and identified to the role of Big Five personality and job environment variables in predicting emotional labor. Using mailing survey, 176 hotel employees in U. S. were surveyed. Several variables were included; Big Five personality, job characteristics, organizational emotional display rules as predictors, emotional labor (surface acting and deep acting) as criteria. Results showed that both Big Five personality and job environment variables were related to emotional labor. In specific, neuroticism and the suppression of negative emotion were positively related to surface acting, and agreeableness and the expression of positive emotion had a positive relationship with deep acting. Finally, the implications and limitations were discussed.