• Korean Journal of Childcare and Education
• /
• v.9 no.2
• /
• pp.97-115
• /
• 2013

The present study examined the relationships between work related flow (i.e., absorption, work enjoyment, and intrinsic work motivation) and role conflict causes (i.e., teacher's belief, teaching and interaction with young children, comradeship, relationships with parents, workload, supervision, and social awareness of the job). A canonical correlation analysis was performed on the data from a sample of 154 childcare teachers. The results are as follows (1) there was a reciprocal-causal relationship between teachers' role conflict causes and their work-related flow; (2) canonical function 1 showed that absorption and work enjoyment are strongly associated to a teacher's belief and supervision of conflict causes; and (3) canonical function 2 showed that intrinsic motivation has a relatively strong relationship with workload and supervision of conflict causes. It can be concluded that it is important for childcare teachers to have sufficient job resources to promote their flow at work. Further research is needed for investigation of teacher's flow at various conditions of work.

• Journal of Korean Academy of Nursing Administration
• /
• v.5 no.1
• /
• pp.99-111
• /
• 1999

The purpose of this study was to investigate the relationship between public health nurse's decentralization, participation of decision-making and organizational commitment and to provide basic data for the improvement of public health nurse's organizational effectiveness. Data were collected from Aug. 1 to Aug. 30, 1998 (collection rate-96%) through questionnaires by 163 public health nurses working in Taejon and Chungnam. The instruments were used Van de Ven and Ferry's Job Authority scale, Hage and Aiken's Hierarchy of Authority scale. Participation of Decision-making scale. and Mowday's Organizational Commitment Questionnaires. Collected data were analyzed by SPSS PC+. The results were as follows 1. There were significant differences of age(P<.05), career, spending time for major study, and experience who called expert(P<.01) to decentralization. 2. There were significant differences of career (P<.05), educational level, and spending time for major study(P<'OOl) to participation of decision-making. 3. There were significant differences of career. spending time for D1ajor study, self-evaluation to specialty(P<.01) and experience who called expert (P<.001) to organizational commitment. 4. 1) A significant correlation was found between decentralization and self-evaluation to specialty (P<.05), age, career, spending time for major study, and experience who called expert (P<.01.). 2) A significant correlation was found between participation of decision-making and self-eval-uation to specialty(P<.05), age, career, spending time for major study, experience to call expert, and decentralization (P<.01). 3) A significant correlation was found between organizational commitment and age(P<.05). career. spending time for major study, self-eval-uation to specialty, experience who called expert. decentralization, and participation of decision-making (P<.01). 5. Decentralization w·as the best predictor of or ganizational commitment(17%), also experience who called expert, self-evaluation to specialty explained the organizational commitment.

• Journal of Korean Academy of Nursing Administration
• /
• v.17 no.4
• /
• pp.391-401
• /
• 2011

Purpose: The purpose of this study was to explore the effect of empowerment on nursing performance, job satisfaction, organizational commitment and turnover intention in hospital nurses. Method: The subjects were 345 nurses at a general hospital in D city. Data were collected by structured questionnaire from January 10 to February 15, 2009. Data were analyzed by using descriptive statistics, ANOVA, Scheffe's test, and Pearson correlation coefficient, multiple regression by SPSS win 17.0 program. Results: The mean scores were 3.60(${\pm}.43$) of empowerment, 3.80(${\pm}.38$) of nursing performance, 3.49(${\pm}.55$) of job satisfaction, 4.70(${\pm}.74$) of organizational commitment, and 2.34(${\pm}.84$) of turnover intention. Empowerment was correlated with nursing performance, job satisfaction, and organizational commitment positively, but correlated with turnover intention negatively. As a result of multiple regression, empowerment has 34.3% of the explanatory power on nursing performance, 24.0% on job satisfaction, 30.7% on organizational commitment, and 15.6% on turnover intention. Conclusion: Empowerment was a critical variable affecting nursing job performance, job satisfaction, organizational commitment, and turnover. Also, if various variable - active and adequate child-care support system, provided conditions continue to study, and adequate and appropriate compensation for nursing performance - affecting empowerment are managed, nurses' empowerment level will rise at the same time.

• Journal of Korean Academy of Nursing Administration
• /
• v.14 no.3
• /
• pp.287-296
• /
• 2008

Purpose: This study is descriptive survey to offer basic data of nursing management practice as identify the relationship between Professional Self-Concept, Organizational Commitment and Job satisfaction, whom nurses work general hospitals less than 250 beds. Methods: The subjects in this study were random sampling 320 nurse who worked in 9 general hospital in G city that had less than 250 beds, data was collected from 10 to 30 in Apr, 2007. The data were analyzed using descriptive statistics, Pearson‘s correlation, t-test, ANOVA, Scheffe test. Results: Level of Professional Self-Concept of nurses was average 2.60 point, level of Organizational Commitment of nurses showed 2.83 point, level of Job Satisfaction of nurses showed 2.73 point. There was a statistically significant difference at Professional Self-Concept of nurses as general characteristics showed a marriage state, position, work place, clinical career. There was a statistically significant difference at Organizational Commitment of nurses as general characteristics showed a marriage state, position, clinical career. There was a statistically significant difference at Job Satisfaction of nurse as general characteristics showed a marriage state, position, clinical career. There were highest correlation Organizational Commitment with Job Satisfaction(r=.536, p<.001), also high correlation Organizational Commitment with Professional Self-Concept(r=.478, p<.001). And there were high correlation Job Satisfaction with Professional Self-Concept(r=.422, p<.001). Conclusions: As integrate of the study result showed the Professional Self-Concept had correlation to Organizational Commitment and Job Satisfaction, specially as relation those valuables with general characteristics of subjects, it strongly need to develop educational program for improving Professional Self-Concept with supporting of variety administration for developing human resource for nurses who are not married, low position in hospital, short career, or worked in inpatient wards.

• Journal of Korean Academy of Nursing Administration
• /
• v.7 no.2
• /
• pp.193-204
• /
• 2001

The purpose of this study was to provide basic information for developing effective marketing strategies of nursing organization by identifying the influence of internal marketing factors on the nurses' organizational commitment. The subjects of this study were 256 nurses who were working in the hospital over 1 year at three university hospitals which had more than 400 beds in seoul and kyung-gido. The data were collected by self-reporting questionnaires. The instruments used in this study were the communication form scale developed by Jo(1995), the welfare scale developed by researcher, the education training scale developed by researcher, the organizational commitment scale developed by Mowday, Porter and Steers(1979). The data were analysed by the SAS package using frequency, percentage, mean, standard deviation, Pearson's correlation coefficient and stepwise multiple regression. The results of this study were as follows; 1. In mean score of internal marketing factors in nursing organization, horizontal communication was 3.42, downward communication 3.32, involvement communication 3.08, upward communication 3.00, education training 2.54, welfare 2.51. The meas score of organizational commitment was 3.00. 2. Organizational commitment was positively correlated with upward communication(r=0.48, p=0.0001), education training(r=0.42, p=0.0001), horizontal communication(r=0.36, p=0.0001), welfare(r=0.34, p=0.0001), involvement communication(r=0.25, p=0.0001) of internal marketing factors in nursing organization, but was negatively correlated with downward communication(r=-0.20, p=0.0014). 3. The major internal marketing factors which influence organizational commitment was upward communication. Upward communication explained 23% of organizational commitment. If education training, horizontal communication, welfare and downward communication were added, 38% of the variance would be explained. In conclusion, the results of this study showed that the higher upward communication level among the internal marketing factors was doing more important role in nurses' organizational commitment. Therefore, for improvement of nurses' organizational commitment, it is important to improve upward communication and to develop the education training program among the internal marketing factors.

• Journal of Korean Academy of Nursing Administration
• /
• v.19 no.2
• /
• pp.187-195
• /
• 2013

Purpose: The purpose of this study was to identify the relationship among followership, organizational commitment, job satisfaction, turnover intention, and customer orientation in hospital nurses. Methods: The participants in this study were 210 staff nurses in one university hospital. Data were analyzed using frequency, ANOVA, Pearson correlation analysis, and stepwise multiple regression. Results: Followership had positive correlations with organizational commitment (r=.46, p<.001), job satisfaction (r=.41, p<.001), customer orientation (r=.47, p<.001). Followership had negative correlation with turnover intention (r=-.23, p<.001). The factor of followership influencing organizational commitment was active engagement, and this factor accounted for 23.3% of explanatory power. The factor of followership influencing job satisfaction was active engagement (F=45.00, p<.001), and this factor accounted for 17.8% of explanatory power. The factor of followership influencing turnover intention was active engagement (F=19.69, p<.001), and this factor accounted for 17.0% of explanatory power. The factors of followership influencing customer orientation were active engagement (F=51.38, p=.004) and independent, critical thinking (F=24.55, p=.011), and these factors accounted for 22.1% of explanatory power. Conclusion: Findings indicate a need to develop followership to promote organizational commitment, job satisfaction, and customer orientation and to decrease turnover intention in nurses.

• Health Policy and Management
• /
• v.26 no.3
• /
• pp.155-171
• /
• 2016

Background: In this study, state-owned medical institutes, industrial accident hospitals, veteran hospitals, and private medical clinics including 16 university medical institutes in the Seoul metropolitan area were selected to examine the causality of ethical management, positive psychological capital, and organizational effectiveness. Methods: The study analyzed 1,056 valid questionnaires to which a total of 1,325 nurses, medical technicians, doctors, and administrative staff in 34 healthcare organizations answered over two months from June to August 2015. The study also utilized a 'structural equation model,' and a 'hierarchical linear model' to conduct the analysis. Results: It was first found that ethical leadership, ethical management systems, and organizational ethics values, which are the three factors of ethical management, had significant influence on organizational commitment, and behavior. These are the three factors of employee organizational effectiveness. Second, ethical management, ethical leadership, ethical management systems, and organizational ethics values had significant influence on positive psychological capital. Third, positive psychological capital had significant influence on organizational commitment, turnover intention, and organizational citizenship behavior. Positive psychological capital presented an indirect effect on the relationship between the ethical management and organizational effectiveness of employees. The effect of positive psychological capital consisting of self-efficacy, hope, resilience, and optimism was confirmed in the healthcare organizations. Fourth, in relations among ethical management variables, ethical leadership showed a significant impact on ethical management systems, which had significant impacts on organizational ethics values, which had significant impacts on ethical leadership.

• Health Policy and Management
• /
• v.20 no.3
• /
• pp.73-103
• /
• 2010

This study aims to explore how the transformational leadership (consisting of three factors"charisma, individualized consideration, and intellectual stimulation) and the organizational culture (typified by developmental, rational, consensual, and hierarchical culture) are related to the organizational effectiveness (consisting of job satisfaction, organizational commitment, and intention to leave a job) of dental clinics. We found the following empirical results through a survey of 378 persons who work in dental clinics. Firstly, the respondents acknowledged charismatic leadership as the typical type of leadership ; as for organizational culture, a culture of consensus is recognized as the representative type. Secondly, transformational leadership has different effects according to the type of organizational culture: a positive influence in developmental and rational cultures, but a negative influence in consensual and hierarchical cultures. Thirdly, developmental culture has proven to be the most suitable for increasing job satisfaction and organizational commitment. The developmental, rational, and consensual cultures have all contributed to reducing intention to leave among clinic staff, whereas in the hierarchical culture, intention has been elevated. Fourthly, transformational leadership has a positive effect on the job satisfaction and organizational commitment; the intent to leave has been lessened under individualized consideration and charismatic leadership, but has been increased under leadership of intellectual stimulation. Fifthly, it is consideration and charisma that help to increase organizational effectiveness. These influences will become more effective through a developmental culture. Based on the above empirical results, we propose practical measures to improve the organizational effectiveness of clinics, in particular dental clinics. In order to build developmental culture, the doctor (manager) should produce an atmosphere in the clinic in which staff members are able to create and jointly own ideas and then promote awareness of staff participation. Additionally, in order to bring leadership of charisma and consideration into full play, the doctor should shape a relationship of mutual trust mainly by recognizing and praising the work of clinic staff. Finally, the doctor needs to acknowledge that organizational effectiveness can be significantly improved by increasing the transparency of the business.

• Journal of Korean Academy of Nursing Administration
• /
• v.18 no.1
• /
• pp.46-55
• /
• 2012

Purpose: This study was designed to identify creation of intellectual capital and factors influencing the creation of intellectual capital in hospital organizations. Methods: A cross-sectional design was used, with a convenience sample of 300 nurses from three general hospitals in Gwangju and South Cholla province. The tools used for this study were scales measuring creation of intellectual capital (8 items), social capital (20 items), knowledge management (8 items). Data was analyzed with descriptive statistics, Pearson's correlation coefficient and regression using the SPSS WIN 18.0 program. Results: There were significantly positive relationships between social capital and knowledge management with creation of intellectual capital. The mean score for creation of intellectual capital in hospital organizations was 4.59 points. Factors influencing creation of intellectual capital in hospital organization were identified as knowledge management (${\beta}$=.625), shared values & action (${\beta}$=.166), and participation in civic activities (${\beta}$=.118). These factors explained 59.3% of the variance in creation of intellectual capital in hospital organizations. Conclusion: The results indicate which factors are major factors influencing creation of intellectual capital and therefore, serve as predictors of creation of intellectual capital in hospital organizations.

• Journal of Korean Academy of Nursing Administration
• /
• v.8 no.3
• /
• pp.457-474
• /
• 2002

Purpose : The purpose of this study was to construct the Organizational Effectiveness Model that explains and predicts the effectiveness of a nursing unit from the organizational-behavioral perspective. Furthermore, this study arms to develop a comprehensive organizational effectiveness model. Method : The subjects of this study consist of two groups: 455 nurses and 538 patients. Staff nurses who were employed and twenty patients from each ward in four university hospitals located in Seoul, Pusan and Kyungki were involved. Data were collected from October 4th to October 14th in 2000 by self-report questionnaire. Data were analyzed by the SAS for the general characteristics of the subjects, descriptive statistics, test for the reliability and correlations. Fitness of the hypothetical model were tested using Lisral 8.12(a) program. Result : With the findings from this study, duration of employment and the locus of control among the characteristics of the nurses, job enrichment among the characteristics of nursing job were direct or indirect predictors of the organizational effectiveness of the nursing units. Group dynamics in the nursing units and the characteristics of organizational behavior were mediating variables for the organizational effectiveness of the nursing units, and affect directly and indirectly on the individual outcome and group outcome to the great extends. Conclusion : Therefore, nursing managers ought to develop career ladder program and based job enrichment program in order to improve the organizational effectiveness of the nursing units. Additionally, programs to improve organizational effectiveness via improve group dynamics and characteristics of the organizational behaviors should be developed.