open access
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open access
메뉴
ISSN : 1229-0696
The purpose of this study was to examine the relationships among goal-focused self regulation, Life satisfaction, and work-life balance. Specifically, this study investigated the mediating role of work-life balance on the relationship between goal-focused self regulation life satisfaction. In addition, this study examined a moderating effect of WLB organizational culture on the relationship between work-life balance and life satisfaction. Data were collected from 216 Korean employees who were working in various organization via online survey, and 200 data were used for analyses. The findings were as follows: First, there were positive relationships among goal-focused self regulation, life satisfaction, and work-life balance. Second, the results of structural equation analysis showed a strong support for the proposed model, and the result of bootstrapping analysis supported that the effect of goal-focused self regulation on life satisfaction was partially mediated by work-life balance. Third, the results of hierarchical analysis showed that there was a moderating effect of WLB organizational culture on the relationship between work-life balance and life satisfaction. Based on these results, implications and limitations of this study with the directions for future research were discussed.
The suggestion behavior of blue-collar workers is a voluntary action that may contribute to organizational effectiveness. The purpose of this study was to investigate the individual and team level processes of suggestion behavior in relation to the performance management context. At the individual level, we examined the effect of supervisor's performance coaching through workers' justice perception toward performance management. At the team level, the study investigated the effect of supervisor' performance management efficacy as a team factor to the extent to which team-member exchange (TMX) mediates at the team-level on suggestion behavior. To test the research model, data from 138 skilled engineers were collected in 36 teams of working for an automobile manufacturer. The results showed that performance management justice perception fully mediated between performance coaching and suggestion behavior, and TMX at the team level also had a full mediation effect between performance management efficacy and suggestion behavior. Further verification of alternative models has shown that the research model is more compelling. The study identified the effects of immediate superiors and colleagues that were overlooked in the previous study and found that it was necessary to manage the working environment rather than the institutional elements to facilitate the suggestion behavior of field workers. Based on this, the implications, limitations, and future research tasks were presented.
The purpose of this study was to develop and validate knowledge hiding motivation scale. First, in preliminary study, using the open-ended survey research method, 89 cases were collected from 200 employees who were working in a variety of organizations in Korea. After eliminating overlapped and unintended cases of knowledge hiding, 42 cases in five categories(rationalization, ownership, competition, avoidance, and relation) were obtained. Based on the previous theory, we removed one category(rationalization) and constructed 34 items from cases. Then, we conducted an exploratory factor analysis to find out factor structure of knowledge hiding motivation using the responses of 193 employees from a variety of organizations in Korea. After eliminating low factor loading item and double loaded items, 17 items were obtained in the structure of four factors(personal ownership, fear of loss, concern for negative evaluation, and negative relation). Then, we conducted an confirmatory factor analysis using the responses of 300 employees from a variety of organizations in Korea, and found the four factor structure of 17 items was valid. Also, we examined convergent, discriminant, and criterion-related validity of knowledge hiding motivation scale. In order to examine the convergent validity, we identified the relationship between each subfactor of knowledge hiding motivation and psychological ownership, interpersonal competitiveness, fear of negative evaluation, and negative reciprocity. As a result, personal ownership has a significant correlation with psychological ownership, fear of loss has a significant correlation with interpersonal competitiveness, concern for negative evaluation has a significant correlation with fear of negative evaluation, and negative relation has a significant correlation with negative reciprocity. We examined whether knowledge hiding motivation can be distinguished from other similar constructs such as knowledge sharing intention, knowledge transfer, knowledge sharing, and knowledge hoarding. As a result, we found that knowledge hiding motivation can be well discriminated with knowledge sharing intention, knowledge transfer, knowledge sharing, and knowledge hoarding. In order to testify the criterion-related validity, we examined the relationship between knowledge hiding motivation and knowledge hiding. As a result, we confirmed that knowledge hiding motivation has a significant relationship with knowledge hiding. Finally, the implications and limitations of this study were discussed, and the future research directions were suggested.
The purpose of this study was to understand the phenomenon of ‘SPEC pursuit’ in the psychological aspect. In study 1, ‘SPEC pursuit’ was redefined as ‘self-development’; and self-development motivation (promoting, preventive) scale and obsessive self-development scale were developed to measure it. These three self-development scales (promoting, prophylactic, and obsessive) showed logically valid correlations with the regulatory focuse (promoting, preventing), goal orientation (learning, performance), worry, and obsessive-compulsive scale. Study 2 was conducted to confirm the effect of three self-development on psychological variables related to career and employment (job anxiety, career maturity, career decision-making, career preparation behavior, internal prejudice, life satisfaction). As a result, the positive effect of the promotional self-development and the negative effect of the obsessive self-development were supported. On the other hand, the negative effect of preventive self-development, which was assumed to have a negative effect, was not observed. It is expected that the tools and results developed in this study will be used for desirable self-development guidance and counseling for students.