• Korea Journal of Hospital Management
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• v.14 no.2
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• pp.75-98
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• 2009

As the organizational environments are changing, organizational innovation has become a critical success factor for the healthcare organizations. Although there are lots of successful innovation cases in other industries, healthcare organization's management innovation cases are rare in Korea. This case study is focused on successful change process of a Maeumsarang psychiatric hospital. Main findings are: (a) virtuous cycle of healthcare service innovation and organizational innovation, (b) intensive training and learning, (c) usage of external resources, (d) high commitment HRM system, (e) CEO leadership, and (f) synchronization of planning and execution. Based on these findings, managerial implications are derived and future research directions are proposed.

• The Journal of the Korea Contents Association
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• v.13 no.8
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• pp.292-300
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• 2013

This study was to investigate the level of oragnizational culture and self-leadership on organizational effectiveness and the significant factors influencing organizational effectiveness in radio-technologists. The dominant organizational culture was innovation oriented culture. The mean score of self-readership score was 3.35 out of a maximum 5 points. organizational commitment was statistically significant with age, place of work, relational culture, hierarchial culture, self-goal establishmental leader ships. job satisfaction was statistically significant with marital status, realational culture, self reward leaderships, self-goal establismental lederships. these results suggest that further development should be continued to develop the effective self-readership and organizational culture to improve the organizational effectiveness of radio technologists.

• Korea Journal of Hospital Management
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• v.20 no.4
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• pp.31-49
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• 2015

The purpose of this study is to propose an effective leadership in the hospital management by analyzing the relationship of the effect of the specialty hospital CEO's leadership on the employees' organizational effectiveness as well as the customer orientation, and the mediation effects of the organizational effectiveness on the relation between hospital CEO's leadership and the customer orientation. The questionnaires of the survey targeting the 99 specialty hospitals were collected that 786 copies of them were utilized in analysis. The major outcomes of the research can be summarized as follows. Firstly, transformational leadership of specialty hospital CEO generally has the greater impact on the employees' job satisfaction, organizational commitment and turnover intention than his transactional leadership. Secondly, the most important sub-variable of specialty hospital CEO leadership affecting the organizational effectiveness of the employees are charisma of transformational leadership and contingent reward of transactional leadership. Thirdly, the sub-variable of specialty hospital CEO leadership which has the greatest impact on customer orientation of employees is the active management-by-exception of transactional leadership. Fourthly, the sub-variables in the organizational effectiveness such as job satisfaction, organizational commitment and the turnover intention of hospital employees play mostly the partial mediation role between the customer orientation of employees and the leadership of a specialty hospital CEO. This means that the more the organizational effectiveness of specialty hospital employees improves, the more the customer orientation does. Thus, specialty hospital CEOs need to pay attention to the sub-variables in organizational effectiveness so as to improve the customer orientation of the employees. To explore further the nature of the effect of hospital leadership in the future, apart form the variables of the organization effectiveness used in this study to improve the customer orientation of employees through the leadership of the specialty hospital CEO, the research to identify other factors which have greater influence and explanatory power will be needed.

• Journal of Korea Society of Industrial Information Systems
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• v.19 no.3
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• pp.103-114
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• 2014

The purpose of this study is to find out the relationship between high involvement Human Resource Management and organizational effectiveness in small company. High involvement Human Resource Management practices include training, incentive, performance appraisal, participation, proposal, communication, job description. This research approached organizational effectiveness using internal process and goal. Internal process approach measured internal organizational health using aggregate organizational commitment, turnover intention, job search. Goal approach measured organizational growth using sales growth rate per employee and net income growth rate per employee. Using the collected data from 267 employees at 27 small-sized firms located in South region in Korea, this research tested and confirmed the construct validity regression analysis at the organizational level. This research came to the conclusions to as follows: First, high-involvement HRM had the positive effect on the organizational commitment. Second, high-involvement HRM had the negative effect on the turnover intention. The findings suggest that high-involvement HRM is a valuable construct to understand internal process approach of organizational effectiveness in small firms.

• Journal of Digital Convergence
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• v.18 no.3
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• pp.259-266
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• 2020

This paper attempted to find the convergence factors related to the organizational citizenship behavior of hospital administration staff(HAS). The survey was conducted on 274 administrative staff at 22 hospitals in J regions randomly selected using self-administered questionnaires. The survey period took about a month from July 1 to July 31, 2019. The hierarchical multiple regression analysis shows the following results. The organizational citizenship behavior of respondents turned out to be significantly higher in following groups: The higher the procedure justice, sub-areas of organization justice, the higher the intragroup trust, and the higher the organizational commitment. Their explanatory power was 41.9%. The results of the study indicate that the efforts, to increase organization justice, intragroup trust and organizational commitment, are required to improve organizational citizenship behavior among HAS. The above results are expected to be utilized in human resource management and industrial health education of medical institutions that enhance organizational citizenship behavior of HAS. Later research requires the establishment of a structural equation model that affects organizational citizenship behavior of HAS.

• Journal of Industrial Convergence
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• v.20 no.5
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• pp.29-38
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• 2022

Because of the need of actual performance of education, this study aims to understand how the factors of educational content and organizational characteristics affect organizational commitment and work performance, which are organizational effects, through learning transfer. As a result, task value, job relevance, and organizational compensation had a significant effect on learning transfer, learning transfer had a significant effect on organizational commitment and work performance, and organizational commitment had a significant effect on work performance. In order to increase the learning transfer of education, when specifying the connection with the actual job and strengthening the compensation system of the members, the learning transfer can be increased and eventually connected to performance. Since limited variables are considered, a more representative sample or professional group should be extracted through future research. In future studies, it will be possible to closely grasp the relationship between learning transfer and organizational effectiveness by setting representative samples and specifying variables.

• CRM연구
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• v.3 no.1
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• pp.49-71
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• 2010

This study set out to shed more specific light onto sales managers' coaching and salespersons'organizational commitment and role perceptions, which have been proven to work as important variables in salespersons' performance. It thus conducted an in-depth investigation into the overall sale management activities of sales managers from five high-sales organizations and five low-sales organizations and analyzed differences between them. The interviews of the ten sales managers were combined and analyzed. As a result, the ones from the high-sales organizations demonstrated the following characteristics: first, the salespersons of the high-sales organizations were strongly committed to the goals and values of their organizations. Second, the salespersons of the high-sales organizations had clear perceptions of their roles and showed relatively fewer role conflicts than those of the low-sales organizations. Third, the sales managers of the high-sales organizations demonstrated coaching behavior strongly. They provided positive feedback and role models for the salespersons to follow, thus earning great respect from them and maintaining trust-based relationships with them. And finally, the sales managers' organizational commitment and role perceptions had positive impacts on the salespersons' organizational commitment and role perceptions. Those research findings indicate that sales managers' organizational commitment and role perceptions can be a positive role model to salespersons and that such a role model can have influences on salespersons' performances as part of the characteristics of coaching behavior.

• The Journal of the Korea Contents Association
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• v.20 no.8
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• pp.572-582
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• 2020

The purpose of this study was to investigate workplace bullying, job stress, organizational commitment, and turnover intention as well as determine influencing factors on the turnover intention of small and medium-sized hospital nurses. Participants included 140 nurses from six small and medium-sized hospitals with less than 300 beds in G-city and J-province. Data were analyzed using descriptive statistics, independent t-test, one-way analysis of variance, Pearson's correlation coefficient, and stepwise multiple regression, using the SPSS Win 21.0 program. The regression model was statistically significant (F=37.11, p<.001), and the explanatory power for turnover intention was 34.2%. The significant factors influencing turnover intention were organizational commitment (β=-.41, p<.001 and job stress (β=.25, p=.005). Human resources management is crucial for providing high quality healthcare service. The results of this study indicated that it is important to lower job stress and increase organizational commitment in order to reduce turnover intention among nurses of small and medium-sized hospitals. Based on these findings, customized programs for nurses in small and medium-sized hospitals need to be developed and implemented so as to lower their turnover intention and promote efficient management of healthcare human resources.

• The Journal of the Korea Contents Association
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• v.20 no.8
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• pp.211-222
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• 2020

In today's society, competition of talents is a critical factor of success in modern enterprises due to living in the era of knowledge economy. Also, success of a modern enterprise can be defined by the brand equity or value of the company name defined by general public (functional) and its employees (symbolic). Company brand equity is a subjectively defined by each employee. This article aims to link the relations between employee's perception of employer brand equity to employees' job performance and turnover intention. In order to empirically verify the effects of employer brand on employee's organizational commitment, performance, and turnover intention, study conducted the general employees working for MNC in the field of e-commerce, IT, and Networking business based in China. Total 235 questionnaires were used for the empirical analysis and SPSS 21.0 statistics package was used to analyze the collected data. The results can be summarized as follows: (1) Both the functional employer brand and the symbolic employer brand equity have a significantly positive impact on organizational commitment. (2) Both the functional employer brand equity and the symbolic employer brand equity have a significant positive impact on employee performance. (3) Neither the functional employer brand equity nor the symbolic employer brand equity confirmed the negative relationship between turnover intentions. (4) Organizational commitment play the intermediary role in the impact of employer brand equity on employees' work performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.5
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• pp.312-319
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• 2020

This study examined the factors that affect the turnover intention of newly graduated nurses. The basic data was utilized for developing a personnel resource maintenance program for newly graduated nurses. New nurses working at a general hospital in City D were surveyed from May 2016 to April 2018. The questionnaires completed by 232 volunteers were analyzed using the IBM SPSS 21.0 program, and the descriptive statistical analyses included t-tests, ANOVA, Scheffe test, Pearson's correlation coefficient, and multiple regression analysis. Among the general characteristics of new nurses, their workload displayed significant differences in proactive behavior, organizational commitment, social support, and the turnover intention. There was a negative correlation between organizational commitment, employer support, peer support, and the turnover intention. The influential factors were organizational commitment and workload, and the explanatory power for turnover intention was 36.1%. Higher organizational commitment, along with appropriate workload, led to a lower turnover intention. Therefore, appropriate work allocation through work analysis is necessary to lower the nurses' turnover intention. Developing a program that can increase proactive behavior and implementing various intervention strategies can increase the participation of newly graduated nurses when establishing and implementing appropriate hospital policies.