• Management & Information Systems Review
• /
• v.33 no.2
• /
• pp.81-100
• /
• 2014

Studies on Appreciative Leadership have recently started in Korea as well. A leader in Appreciative Leadership is defined as a person who can effectively handle a mixture of various styles of leadership and suggest advice and future directions (Withney and Trosten-Bloom, 2010). Also, Appreciative Leadership can be explained as one way of appreciative leadership behavior which enables constructive accomplishment of mutually creative tasks for future through growth based on individuals' strengths, as well as a shared value system with organizational goals for all (Withney and Trosten-Bloom, 2010). Appreciative Leadership leads members of an organization toward positive inquiries and open discussions so that they become fully engaged in the organization while Appreciative Leader motivates and inspires his/her members and enables them to feel that they are of value to the organization. Study results show that Inspiration among sub factors of Appreciative Leadership has a positive impact on employees' engagement in the organization and their tasks while Inquiry positively influences in employees' organizational engagement.

• The Journal of the Korea Contents Association
• /
• v.14 no.1
• /
• pp.409-422
• /
• 2014

This paper examined the influence of employees' social regard toward the customers, such as, overall service quality, service satisfaction, and service loyalty. The paper proves that the high contact beauty services and the low contact fast-food services have different customer satisfaction level depending on the employees' social regards. A survey study was conducted to collect the data with the actual service purchasers at domestic beauty services and fast-food services. Analysis of structural equation modeling with Amos 18.0 was performed to test the research hypothesis. The results of the study are as follows: First, social regard has positive influences on service quality, service satisfaction, and service loyalty. Second, Social regard has more effect on service satisfaction in a high contact beauty services than in a low contact fast-food services. This paper contribute to identify the effects of employees' social regard on service satisfaction, by comparing the effects on service satisfaction between high and low contact services.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.11 no.3
• /
• pp.145-155
• /
• 2016

The purpose of this study is to review the relationship between empowerment and innovative behavior, and the moderating effect of psychological ownership in small business. In order to verify and achieve the purposes mentioned above, questionnaire data are gathered and analysed from 315 employees in manufacturing enterprises of Kangwon-do province. Multiple regression and multiple hierarchical regression analysis were applied to test the proposed hypotheses: 1) the relationship between empowerment(meaning, autonomy, self-efficacy, impact) and innovative behavior(idea development, idea implementation), 2) the moderating effect of PO(psychological ownership for organization) on the relationship between empowerment and innovative behavior, 3) the moderating effect of PJ(psychological ownership for job) on the relationship between empowerment and innovative behavior. Empirical survey's findings are as follows; First, empowerment(meaning, autonomy, self-efficacy, impact) appeared to be positively related with innovative behavior(idea development, idea implementation). Second, there was no evidence of moderating effect of PO on the relationship between empowerment and innovative behavior. Third, meaning of work was more positively related with innovative behavior(idea development, idea implementation) in higher PJ group than in lower PJ group. Fourth, impact was more positively related with idea implementation in higher PJ group than in lower PJ group.

• Korea Trade Review
• /
• v.42 no.6
• /
• pp.69-85
• /
• 2017

In 2014, India legalized corporate social responsibility(CSR) for foreign companies and enforced it. Meanwhile, one of the Korean companies' concerns is that the turnover rate of employees is very high. Therefore, this study was conducted in four dimensions. First, Korean IT companies in India ought to work on CSR activities so this study investigates to see if CSR can reduce employee turnover rate. Second, the study is to verify whether job embeddedness plays mediating role in the relationship between CSR and 'intention to leave'. Third, the study is also to verify whether organizational identification plays mediating role in the relationship between CSR and 'intention to leave'. Lastly, the study is also to verify whether job embeddedness and organizational identification show dual mediation effect in the relationship between CSR and 'intention to leave'. The results of the study are as follows ; First, CSR does not make any significant effect on 'intention to leave'. Second, job embeddedness and organizational identification show dual mediation effect in the relationship between CSR and 'intention to leave'. So if Korean IT firms in India conduct CSR activities strategically, the activities can eventually reduce the propensity of 'intention to leave'. Based on the results, several implications on Korean IT firms are suggested for reducing the propensity of 'intention to leave' in India, effectively.

• Management & Information Systems Review
• /
• v.33 no.3
• /
• pp.129-154
• /
• 2014

We are making products and services that we didn't easily think or even imagine when young and living using them. Consumer needs become more diversified, markets and technologies are being constantly changed, and corporate global competitiveness is getting intensified. Now, companies that don't change nor create new values cannot survive. The cycle of new products is faster, and therefore corporations should improve previous products continuously or create new values according to such a trend. This era requires 'creativity' for companies to overcome uncertainty and survive. Corporate creativity is not easily activated as financial and physical compensation unlike the work ability or performance. When there is an environment that people with various abilities, experiences and backgrounds can express their opinions freely, it becomes possible. Despite the importance, the studies have focused on creativity education so far instead of the viewpoint of corporate business administration. In addition, most studies have dealt with job characteristics and employees' personality factors rather than the process that is connected to actual performance. In other words, the studies on environmental factors that can lead motivation as situational characteristics of the employee's company in a current non-monetary and non-physical way are very insufficient. Therefore, this study aims to comprehensively examine the process of creating creative performance in the environment inside the company that the employee could approach most closely from the corporate deinstitutional perspective. As the major variables, job characteristics and supervisor's ethical leadership were selected, and the process that is connected to the creative performance was explained by means of motivation necessary to understand creativity of the organization and creative process engagement(CPE). The summary of the verification results is following. First, job characteristics and supervisor's attitude(ethical leadership) had positive effects on intrinsic motivation and creativity process engagement. Second, intrinsic motivation and creativity process engagement had positive effects on creative performance. Third, intrinsic motivation and creativity process engagement had mediated the relationship between job characteristics, supervisor's attitude and intrinsic motivation, creativity process engagement

• Journal of Labour Economics
• /
• v.23 no.1
• /
• pp.81-101
• /
• 2000

This paper tests the economic effects of employee participation programs. We suggest framework that emphasizes the mutual gains through the interaction of employee participation programs with complementary practices-employment security, training, rational wage systems, information sharing and empowerment-. In regression analysis, we find positive effects on the productivity. And also we test significant differences of participation level and complementary level between win-win group(high productivity and low turnover) and lose-lose group(low productivity and high turnover) through the t-test and discriminant analysis. This facts suggest that employee participation programs contribute to mutual gains.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.13 no.3
• /
• pp.141-152
• /
• 2018

Although market orientation as the implementation of the marketing concept has long been a major subject in marketing, firms with market orientation do not necessarily come with high performance, showing mixed results in literature. There have been attempts to link market orientation-firm performance until recently with different mediators, but the appreciation on market orientation has been faded in practice. This study focuses on two possibilities for the causes of these problems. 1) Previous studies have overlooked the qualitative aspects of market orientation, 2) have focused on the performance at corporate level. To provide a generalized performance-generation framework, this study demonstrates the market information quality as a moderating variable and introduces the task performance of employees as a universal mediator between market orientation and the firm performance. As the result of this study, we confirmed the positive role of the market information quality and employees' task performance in market orientation-Firm Performance. The relationship between market orientation and employee's task performance becomes stronger when market information quality is high in value. We highlighted the performance generating mechanism of market orientation, regardless of context. This research provides new insights for marketing scholars and managers with regard to both activities and quality of market information and how market orientation affects individual and firm level performance.

• Journal of Digital Convergence
• /
• v.19 no.11
• /
• pp.235-246
• /
• 2021

This study analyzed the effects of SMEs' open innovation capabilities and organization capabilities to lead these innovations on corporate performance. For this purpose, an empirical analysis was conducted targeting 250 small and medium-sized enterprises(SMEs) employee. The empirical study results are as follows. Absorptive capability, relational capability, CEO's innovativeness, employee's innovativeness, and decision-making openness had a significant positive (+) effect on the non-financial performance of SMEs. It was analyzed that multiplicative capability did not significantly affect non-financial performance. On the other hand, absorptive capability, relational capability, CEO's innovativeness, and decision-making openness had a significant positive (+) effect on the financial performance of SMEs. It was analyzed that multiplicative capability and employee's innovativeness did not significantly affect financial performance. Decision-making openness and absorptive capability were analyzed as factors that have an most important influence on a company's financial and non-financial performance. Based on these research results, academic and practical implications were presented.

• Journal of Convergence for Information Technology
• /
• v.11 no.11
• /
• pp.95-114
• /
• 2021

This study is to study the effect of corporate performance compensation system on organizational effectiveness and motivation, and the effect of organizational effectiveness and motivation on corporate performance, targeting employees of automobile maintenance service companies. 430 questionnaires obtained through the survey were used for the study. As a result of testing the research hypothesis, tangible reward had a significant positive (+) effect on job satisfaction, but intangible reward had a positive (+) effect on job satisfaction, but it was not significant. Also, tangible and intangible rewards have a significant positive (+) effect on organizational commitment and motivation. Job satisfaction has a significant positive (+) effect on productivity and service quality. However, organizational commitment had a significant positive (+) effect on productivity, but had a positive (+) effect on service quality, but was not significant. Lastly, motivation has a significant positive (+) effect on productivity and service quality. Through the research results, the relationship structure between the performance compensation system, organizational effectiveness and motivation, and corporate performance was identified, and the application of the performance compensation system to employees in the automobile industry was presented.

• Culinary science and hospitality research
• /
• v.18 no.2
• /
• pp.19-33
• /
• 2012

This study empirically analyzed the effects of employees' sense of humor on job satisfaction and turnover intention focusing on those who work for restaurants in Seoul to provide preliminary data for effective human resource management in the foodservice industry. In terms of a sense of humor, meta message sensitivity, preference for humor, emotional expression, and coping scale of a sense of humor were drawn as the factors. The findings are as follows. First, among the factors of humor, preference for humor, reaction to humor, and meta message sensibility affected job satisfaction positively in order. On the contrary, emotional expression was found not to affect it. Second, preference for humor and emotional expression affected turnover intention negatively in order whereas meta message sensibility and reaction to humor did not affect it. Therefore, based on the research result that a sense of humor affects job satisfaction and turnover intention, it is needed to recognize the importance of humor and consider evaluation on a sense of humor when screening employees.