ISSN : 1229-0696
This study aims to investigate the characteristics of Korean grit in the workplace. We conducted a cluster analysis to identify gritty workers' subgroups based on their work orientation(job, career, and calling). Organization-related variables such as organizational citizenship behavior, job crafting, job satisfaction, life satisfaction, workaholic, and intention to leave were used to explore potential group-specific differences. Among 361 Korean workers, the gritty worker group (n = 198) was selected based on the median score of grit. Our results show that gritty workers were subdivided into three groups: job-oriented grit(n = 44), neutral-oriented grit(n = 98), calling-oriented grit(n = 56). Calling-oriented grit scored mostly the highest in our study variables except intention to leave. However, job-oriented grit scored the highest in intention to leave, but mostly the lowest in the rest of the study variables. Our results suggest that not only grit but also their work orientation should be considered to improve understanding of grit in the Korean workplace.
This study investigated the moderating effects of recovery experiences (psychological detachment, relaxation, mastery, and control) on the mediational path from coworker incivility to turnover intention via exhaustion. Recovery experiences were expected to buffer the effect of exhaustion on turnover intention, ultimately alleviating the magnitude of the indirect effect of coworker incivility on turnover intention. The results from 193 Korean workers revealed that mastery and control experiences buffered the relationship between exhaustion and turnover intention. Control experience also showed the moderated mediational effect reducing the negative impact of coworker incivility on turnover intention through exhaustion. Based on these results, academic and practical implications were discussed, along with the suggestions for future research directions.
The purpose of this study is to validate the Kaleidoscope career attitude scale developed by Sullivan et al. (2009) to measure the new career attitudes of Korean corporate employees. This study can be summarized as follows: first, the Korean version of the Kaleidoscope career attitude measurement’s psychometric equivalence and contents validity was verified. Second, the Kaleidoscope career attitude measurement items consisted of three factors, equivalent to the original scale. Third, the fit of the measurement model consisting of 13 items was confirmed with the new sample. And it was confirmed that the same scale could be used in the male and female groups. Fourth, the difference in the latent mean was significant in balance and challenge parameters. Comprehensive research results revealed that the Korean version of the Kaleidoscope career attitude is valid and reliable. Based on this result, the significance and limitations of the research and suggestions for future research were discussed.
The purpose of this study was to investigate the positive effect of middle-aged workers’ perception of generational harmony, based on the importance of organization-specialized knowledge accumulated during long tenure and recently raising generational conflict issue. In order to derive implications for the knowledge industry, the focus was on the impact on knowledge-sharing behavior, and the technical context middle-aged workers faces and individual differences faced were also tested to reveal interactional effects on knowledge-sharing behavior. Specifically, the moderating effect of ICT stress and goal orientation experienced by middle-aged workers was examined. To test the research model, data were collected from 284 middle-aged workers in their 40s or older working in various domestic organizations, and the collected data were analyzed using hierarchical multiple regression analysis. As a result of the study, it was found that the perception of generational harmony among middle-aged workers had a positive effect on knowledge sharing behavior. The moderating effect of ICT stress was also significant. The moderating effect of the mastery goal orientation was also found to be significant, but the pattern was different from that hypothesized in this study. This study suggests that the organization needs to explore the generational conflict problem and come up with a solution by clarifying the relationship between generational harmony and job behavior. Also, based on the research results, the theoretical significance and practical implications of this study are discussed, and limitations and future research tasks are presented.
This study focused on job crafting for employees to solve the problem when they have the misfit between self and their jobs. Specifically, the effects of perceived overqualification, which is a misfit between job requirements and ability of employee, on job crafting were examined, and the moderating effect of achievement goal orientation was tested in the relationship between the two variables. As a result of a survey of 341 workers, perceived overqualification had a significant positive effect on job crafting. The approach goal orientation, more specifically, the performance-approach goal orientation had a moderating effect in the relationship between perceived overqualification and job crafting. The higher the performance-approach goal orientation, the stronger the correlation between perceived overqualification and job crafting. These results suggest job crafting is a series of behaviors for increasing performance rather than mastering abilities. Based on these results, the research implications, limitations, and follow-up studies were discussed.
The purpose of this study is to explore the leaders to identify the leadership obstacles. For such purposes, the phenomenological method of Giorgi (2004) was applied to explore leadership experiences of 27 SMEs’ leaders. The results are as follows. The leadership obstacles are “situation where leadership is different”, “overwhelmed by team management and training responsiblity”, “recognize the lack of the leader-self”, “inconveniene caused by the age and gender of team members”, “a critical and personal attitude of team member”, “problems in team cohesion”, “unsupportive attitude of boss”, “conflict between relevant teams”, “discontent over company”, and “state economy and market situation”, totaling to 10 components, 25 subcomponents, and 112 conceptualized semantic units. Finally, the meaning of results and implications were discussed.