• The Journal of the Korea Contents Association
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• v.19 no.11
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• pp.1-11
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• 2019

The purpose of this study is to examine the effects of different group incentive type on performance under two types of interdependence in a task structure. One hundred twenty college and graduate students were recruited and asked to perform group typing task. Each typing groups organized three members. Participants were randomly assigned to one of four experimental conditions: equally-distributed incentive and differentially-distributed under two different task interdependence. In this study, the dependent variable was the number of correctly typed characters. We found the significant interaction effects between group incentive type and task interdependence. Specifically, under interdependent task, the work performance of participants in equally-distributed group incentive condition was higher than the performance in differentially-distributed group incentive condition.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.6 no.2
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• pp.75-96
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• 2011

Recently, Dennis et al.(2008) proposed media synchronicity theory. In this theory, for conveyance communication processes, use of media supporting lower synchronicity should result in better communication performance. But for convergence processes, use of media supporting higher synchronicity should result in better communication performance. This paper proved a part of the propositions of media synchronicity theory, because media synchronicity theory was proposed theoretically, not empirically. We used a data set generated from the survey. The respondents of survey were 163 students who had experienced the communication media in the classes that should summit result of team projects or team reports. According to the results of data analysis, higher use of communication media led to better learning performance. The familiarity of task moderated the effect of communication media on learning performance. And use of media supporting higher synchronicity led to better learning performance.

• Korean Management Science Review
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• v.6 no.2
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• pp.27-49
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• 1989

본 논문은 우리나라 제조기업의 하청생산 관계에 있어서 구매와 생산시스템에 관한 연구를 대기업의 부품구입 구매과업과 중소기업의 생산과업을 각각 원가절감, 품질행상, 납기준수라 설정하고 이를 연구한 것이다. 세가지 생산과업 중 상대적으로 더 강조하는 기업을 원가절감 전략그룹, 품질향상 전략그룹, 납기준수 전략그룹이라 명명하고, 연구내용은 첫째 중소기업 생산과업과 대기업 구매과업과의 결합도를 분석하였다. 둘째 대기업의 중소기업에 대한 지원성과의 차이를, 세째 과업그룹간의 과업의 성과차이를 분석하였다. 이를 실증적으로 분석하기 위하여 서베이 조사방법을 이용하였는데, 연구대상 기업은 국내의 자동차, 전자.통신, 중장비.기계.조선업종의 세트조립 대기업에 부품과 원료를 공급하는 수급기업체 협의회 회원 중소기업으로 하였다. 중소기업의 업종은 금속, 기계, 장비 제조 및 화학, 석탄, 고무 및 프라스틱 제조인 등록 및 일반 법인이었고, 전국에서 112개 중소기업이 표본으로 추출되어 분석되었다. 연구가설들은 통계 패키지를 이용한 독립성 검정, 요인분석, 분산분석, 비모수 검정방법을 통하여 검정되었다.

• Journal of the Korean Society for Library and Information Science
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• v.48 no.4
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• pp.71-90
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• 2014

This study aims at examining the ways which a school librarian uses SNS when performing tasks and the use of SNS with the features of the task and the organizational system run by one person affect task performance. In this study, for objective explanation of the interrelation among a librarian's tasks and the use of SNS and performance, the model of a Librarian's Task-SNS Technology Fit was suggested through the combination of the Technology Acceptance Model and the Task-Technology Fit. Based on the result of the survey analysis, their utilization of SNS is not just limited to personal taste nor interferes with their work. Rather, it enhances task performance owing to the characteristics of the tasks or the organization such as the organizational system run by one person.

• The Journal of the Korea Contents Association
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• v.22 no.6
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• pp.701-711
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• 2022

This study tried to examine the relationship between superior leadership and emotional support from co-workers on task performance through performance evaluation fairness and self-efficacy in order to find factors that affect the task performance of a company in an uncertain market environment. For this purpose, 500 copies of questionnaire data were collected from corporate employees, and the research hypothesis was verified using Smart PLS 3.0. As a result of the study, superior leadership and emotional support from co-workers showed a positive (+) effect individually on the fairness of employee performance evaluation, Performance evaluation fairness showed a positive (+) effect on self-efficacy. Through this study, it was found that the fairness and self-efficacy of the performance evaluation accepted by employees affects work performance, providing a theoretical foundation for subsequent researchers. Practical implications are suggested to inspire employees to take on a challenge by managing them properly. In future research, based on the results of this study, various studies are needed on the factors that an organization must have for task performance.

• Korean small business review
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• v.41 no.3
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• pp.23-47
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• 2019

This study investigates the effects of three types of person-environment fit, i.e. POF, PJF(ability) and PJF(needs), on effectiveness variables and the mediating effect of work motivation in SMEs. The data were collected from 211 employees who work for SMEs. Results of structural equation modeling(SEM) analyses demonstrated that PJF(ability) was significantly associated with task performance and turnover intention, while POF and PJF(needs) were significantly associated with turnover intention only. PJF(needs) and PJF(ability) have the positive impact on intrinsic motivation, PJF(ability) also has the positive impact on external and identified motivation. We also analysed mediating effects using Process macro. Results demonstrated that intrinsic motivation mediated the relationship between POF, PJF(needs), PJF(ability) and task performance. The relationship between PJF(ability) and task performance was mediated by external motivation. Based on the results, theoretical and practical implications are derived. Also suggested are methodological limitations and future research directions.

• Journal of the Korea Society of Computer and Information
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• v.19 no.2
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• pp.201-208
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• 2014

The objective of the present study is to investigate the relationships among the perceptions of performance appraisal politics(POPAP)), employee's attitude to work, and team-based work system characteristics. Using survey data from various occupationally heterogeneous sample of white-collar employees(N=195) from various organizations, the results indicate that when employees perceive performance rating to be manipulated because of rater's personal bias and punishment motive, they reduce organizational commitment. Contrarily, the employees' POPAP with motivational motive increases organizational commitment. And task interdependency has positive effect on employees' POPAP.

• The Journal of the Korea Contents Association
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• v.13 no.1
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• pp.376-390
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• 2013

The purpose of this study are as follows : First, This study conceptually and artificially defines concepts of OCB, absorptive capacity, IT group-efficacy, and TTF. Second, this study confirms the relationship among the KMS performance, the result of using KMS, and the result drawn from OCB, absorptive capacity, group-efficacy, and TTF by the preceding researches, suggesting the research model and verifying through empirical study. Lastly, this study suggests the practical and strategic advices to the groups wanting to get on the edge through KMS. The results of data analysis showed that TTF was found to have a positive influence on KMS performance. IT group-efficacy and absorptive capacity were also found to have a positive effect on TTF. And IT group-efficacy was found to have a positive influence on OCB. The findings are discussed and further research topics are suggested as well.

• Journal of Venture Innovation
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• v.6 no.3
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• pp.21-42
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• 2023

The purpose of this study is to examine the structural relationships of empowerment, continuous learning activities, and collaboration in the effects of person-organization fit and person-job fit on task performance among employees of early-stage startups with less than 7 years of experience that have an agile organizational culture. To achieve this purpose, we developed a research model and established hypotheses based on theoretical review and the results of prior research. Data were collected from employees working in startups with less than 7 years of experience that have an agile organizational culture, and a total of 204 responses were utilized for the final analysis. Before hypothesis testing, we examined the characteristics of the sample, conducted confirmatory factor analysis to assess measurement model fit, tested convergent and discriminant validity and analyzed reliability. After confirming the goodness of fit of the structural equation model, it tested the hypotheses, including mediating effects, based on the results of the structural equation model analysis. The results show that person-organization fit has a significant positive effect on empowerment, continuous learning activities, and collaboration. Similarly, person-job fit was found to have a significant positive effect on empowerment, continuous learning activities, and collaboration. However, it was found that empowerment did not have a statistically significant effect on task performance, while continuous learning activities had a significant and negative effect on task performance. Finally, collaboration was found to have a significant positive effect on task performance, and the mediation analysis results indicated that collaboration had a mediating effect on the relationship between person-job fit and task performance. Based on the findings of this study, it discussed the significance of the study and theoretical and practical implications. It also discussed limitations of the research and suggested directions for future research.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.3
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• pp.201-214
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• 2022

This study theoretically and empirically examined whether organizational communication mediates the effect of organizational learning culture perceived by members in the organization on task performance and contextual performance. Organizational learning culture is defined as a culture that is good at creating, acquiring, transferring, and modifying behavior to reflect new knowledge and insights. The hypothesis of this study is that the perceived organizational learning culture can increase performance through organizational communication between members. In particular, we measured communication within the organization into three types: upward, horizontal, and downward. These communications were set as mediating variables. In empirical studies, independent variables were perceived organizational learning culture, mediation variables were upward, horizontal and downward communication, and dependent variables were task performance and contextual performance. Hypothesis 1 is that the organizational learning culture will have a positive effect on employees' tasks and contextual performance. Hypothesis 2 is about the mediating effect of communication on the relationship between Hypothesis 1. In the empirical study, after verifying the validity and reliability of the research variables, correlation analysis and hypothesis verification were conducted. Hypothesis 1 was verified through regression analysis, and all detailed hypotheses were supported. To verify Hypothesis 2, we conducted a bootstrap test using process macro to separate the total, direct, and indirect effects and examine the significance of the indirect effects. As a result, Hypothesis 2 was partially supported. Downward communication mediated organizational learning culture and task and contextual performance, and horizontal communication mediated organizational learning culture and contextual performance. The mediating effect of upward communication was not significant. The results of this study contributed to the suggestion of implications, research limitations, and research directions. Organizational learning culture is the direction and intention of the organization to achieve its goals through the learning and growth of its members. By strengthening internal motivation, organizational members can take voluntary desirable actions that help groups and organizations as well as essential tasks given. since this relationship appears as a medium of downward communication, organizations can strengthen the relationship between organizational learning culture and performance through leadership education.