open access
메뉴
open access
메뉴
ISSN : 1229-0696
The purpose of this study was to examine the effects of positive psychological capital, learning goal orientation, and articulating a vision on affective commitment to organizational change. and the moderating effects of benefits of change and organizational cynicism on the relationships between these three variables and commitment of organizational change. Data were collected form 320 employees that have undergone organizational change during recent 1 year. After elimination of inadequate data, 297 data were obtained for statistical analysis. The results of hierarchial regression analyses showed that positive psychological capital and learning goal orientation positively predicted commitment to organizational change. Contrary to hypothesis, however, articulating a vision was negatively related to commitment to organizational change. Also the results of hierarchical regression analyses showed that benefits of change and organization cynicism moderated the relationship between positive psychological capital and affective organizational change commitment. Relationships between leaning goal orientation and affective organizational change commitment are moderated by benefits of change and organizational cynism. Contrary to hypotheses, however, when benefits of change is low and organizational cynicism is high, the relationships were stronger. Finally, implications and limitations of this study and the directions for future research were discussed on the basis of the results.
This study was intended to develop and validate the Korean version of the Adult Career Concern Inventory. 147 items and 19 factors of the inventory were obtained based on open-ended questionnaires. A preliminary on-line survey from 336 employees was carried to collect data. Exploratory factor analyses excluded two factors such as person-environment fit and hobby and resulted into 115 items and 17 factors. To test the validity of the career concern inventory, the main on-line survey was carried and the questionnares were collected from 1091 employees. In order to check cross-validity of the scale, the total group was divided into two sub-groups: Group 1, 546 employees, and Group 2, 545 employees. The results of confirmatory factor analyses of Group 1 showed that the 16-factor model fit the data better after the vision-on-the-job factor was eliminated together with some items, which finally resulted in 94 items and 16 factors. These 16 factors were as follows: 1) retirement, 2) career management, 3) work-family balance, 4) interpersonal relations, 5) turnover, 6) health, 7) job performance stress, 8) establishing a business, 9) indecisive attitude, 10) promotion, 11) economic issue, 12) service, 13) marriage issue, 14) work sustainability, 15) competence improvement, and 16) lack of professionalism. The career concern inventory was significantly correlated with various criteria such as performance, job satisfaction, organizational commitment, career satisfaction, career commitment, mental health, life satisfaction etc. Finally, implications and limitations of this study and the directions for future study were discussed.
The first purpose of this study was to examine the effect of continuous learning activity on organizational commitment and work engagement. The second purpose was to testify the mediating effect of self-perceived employability in the relationship between continuous learning activity and organizational commitment/work engagement. The third purpose was to examine the moderating effect of informal networking of employees in the relationship between continuous learning activity and self-perceived employability. The fourth purpose was to examine the moderating effect of distributive justice in the relationship between self-perceived employability and organizational commitment, and the final purpose was to testify the moderating effect of growth needs in the relationship between self-perceived employability and work engagement. Data were gathered from 264 employee who were working in various organizations in Korea. As results, continuous learning activity had positive relationships with organizational commitment and work engagement. Self-perceived employability had mediation effect in the relationship between continuous learning activity and organizational commitment/work engagement. Informal networking of employees had moderating effect in the relationship continuous learning activity and self-perceived employability because the relationship was more positive when informal networking of employees was high than low. Distributive justice had moderating effect in the relationship self-perceived employability and organizational commitment because the relationship was more positive when distributive justice was high than low. Also growth needs had moderating effect in the relationship self-perceived employability and work engagement because the relationship was more positive when growth needs was high than low. The implications for research and practice, limitations, and future research tasks were discussed.
The present research aimed to investigate the contagion of silence behaviors, and its effects process. 218 respondents who is employed in organizations were surveyed. What were analyzed using structural equation modeling are (1) the contagion of silence behaviors, (2) the casual relationship between two types of silence behaviors(defensive silence, acquiescent silence), and (3) the mediating role of employee's silence behaviors and acquiescent silence in the process of co-worker's corresponding behaviors and silence affecting team silence climate and innovative support behaviors. Results indicated that co-worker's silence behaviors could be contagious and their effects on outcomes were mediated by employee's silence behaviors. Findings also showed that employee's defensive silence affected his/her acquiescent silence and its effect on outcomes was mediated by acquiescent silence. From these results, we discussed the theoretical implications of findings, limitations, suggestions for future research in discussion.
The main purpose of this study was to compare the effects of contingent relationship magnitude between pay and performance on social loafing behaviors and perception of the distributive justice. Sixty-four college students were applied in an ABC/ACB counter-balancing mixed factorial design(A: the high contingent relationship magnitude between pay and performance on individual performance, B: the high contingent relationship magnitude between pay and performance on team performance, C: the low contingent relationship magnitude between pay and performance on team performance), each participant attended 12 sessions in total. For this study, a brainstorming task was developed. The dependent variable was the sum of total idea frequency in the brainstorming task and the perception of the distributive justice. Analyses showed that each condition of contingent relationship magnitude between pay and performance had effectiveness in team idea frequency and perceived distributive justice. Result indicated that teamwork was better than individual work on performance. Also, the result suggested that social loafing behaviors or perception of the distributive justice could be effected depend upon the extent to which how the contingent relationship magnitude between pay and performance on team performance.
In this study, the effect of perceived organizational support on affective commitment, in order to investigate the effects of perceived organizational support on employees' deviant behavior in the workplace, is firstly verified. Then the effect of affective commitment on employees' deviant behavior in the workplace(organizational deviant behavior and interpersonal deviant behavior) is verified. In addition, the mediating role of affective commitment on the relationship between perceived organizational support and deviant behavior is revealed. Organization-based self-esteem as the moderating variable that can strengthen the relationship between affective commitment and deviant behavior is verified. 252 employees were participated in the study and structural equation analysis was employed to examine the hypotheses. The following is a summary of the results. First, affective commitment increases as perceived organizational support increases. In other words, the higher employees' perception for organizational support are, the higher affective commitment are. Second, deviant behavior in the workplace decreases as affective commitment increases, that is affective commitment have contributed to the decrease in employees' organizational deviant behavior and interpersonal deviant behavior. Third, affective commitment was empirically verified to have a mediating effect between perceived organizational support and deviant behavior in the workplace. Also, the moderating effect of Organization-based self-esteem was verified in the relationship between affective commitment and interpersonal deviant behavior in the workplace. Based on these findings, it was determined that perceived organizational support is a significant antecedent of affective commitment and perceived organizational support can be recognized as the motive of affective commitment. The exchange between the employee and employer is positively related to employees' feelings of perceived organizational support and affective commitment to the organization and reciprocation in the form of lower levels of deviant behavior. Therefore, results also revealed that employees' perceptions of organizational support have an influence on their attitudes and behavior. Our findings emphasize the importance of valuing employees and investing in their well-being in the workplace.
The purpose of the present study was to investigate the influence of workplace flexibility on turnover intention and innovative work behavior in workplace and the mediating roles of work-growth balance and perceived organizational support. In addition, this study examined the moderating effect of self-leadership in the relationship between workplace flexibility and work-growth balance and perceived organizational support. The results from 182 participants provided evidences that (a)workplace flexibility was positively related to the work-growth balance and perceived organizational support, (b) work-growth balance and perceived organizational support were negatively related to the turnover intention and positively related to the innovative work behavior, (c) work-growth balance and perceived organizational support mediated the relationship between workplace flexibility and turnover intention and innovative work behavior. The study revealed that self-leadership moderated the relationship between workplace flexibility and work-growth balance and perceived organizational support. Based on the results, implications of these findings, limitations and future study directions were discussed.