• Proceedings of the Korea Contents Association Conference
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• 2016.05a
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• pp.233-234
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• 2016

본 연구는 노인요양시설 요양보호사들의 조직몰입을 높이기 위하여 노인요양시설 최고관리자의 리더십과 조직미션의 동의정도가 정서적몰입, 규범적몰입에 미치는 영향을 실증 분석하셨다. 분석결과 변혁적리더십, 조직미션의 동의 정도는 모두 정서적 몰입과 규범적 몰입에 모두 긍정적 영향을 나타냈다. 특히 규범적 몰입에 대해서는 변혁적 리더십이 조직미션에 대한 동의정도를 통해 영향을 미치는 매개효과가 검증되었다.

• Journal of the Korea Safety Management & Science
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• v.8 no.2
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• pp.1-12
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• 2006

The purpose of this research is to understand the role of safety climate in the safety management system. Based on the 121 responses from facilities got Occupational Health & Safety Assessment Series (OHSAS) 18000 certification, the results of statistic analysis show that there is significant relationship between safety climate, work attitudes and Organizational Citizenship Behaviors (OCB). The most important finding is the relationship between safety climate and organizational commitment will mediate the relationship.

• Korea Journal of Hospital Management
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• v.12 no.1
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• pp.75-99
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• 2007

The purpose of this study was to provide basic materials needed to enhance quality of organizational life by identifying the improvements of labor union management in the perspective of general hospital organization management. The subjects of this study were 428 employees in 8 Hospitals in Metro Capital including Seoul. Materials were collected from administrators, nurses and medical technicians in target hospitals from November 10 to November 30, 2006 through survey questionnaires. The main results of this study were as follows: 1. The commitment level of the subjects according to their characteristics was higher in older employees than the younger ones, large family to support than small family to support and those who had higher positions in labor union. 2. The commitment level of the subjects according to the Job and role related variables were higher those who had higher satisfaction level to their job, role conflict in all hospitals. 3. The commitment level of the subjects according to union related variables, variables jointly controlled by union and employer was statistically significant positive correlation. 4. The results of multiple regression analysis shows that formal and informal socialization, satisfaction with the labor union's were all found as important antecedents of labor union commitment. 5. The results of AMOS shows that structure characteristics of hospital, Job and manager satisfaction, socialization were statistically significant labor union satisfaction. The satisfaction level of labor union was statistically significant labor union commitment To summarize study results, the level of commitment in labor union depends on job satisfaction, managers' attitudes, union satisfaction factors, their colleagues attitudes toward union. Therefore hospital managers should have democratic and flexible attitudes toward labor union. Additionally, as formal and informal socialization is important determinant in union commitment, hospital managers should have countermeasures to enhance the colleague attitude and job satisfaction level of hospital employees. Moreover, as managerial factors of the principal of hospital influence union commitment directly, the attitudes of hospital managers toward union and transparency of hospital management should be improved.

• Journal of the Korea Convergence Society
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• v.6 no.5
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• pp.23-31
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• 2015

The aim of this study is to show how much career management system of hospital affect the psychological state and career effectiveness for hospital employees. The research was dealing the issues about hospital's career management system which affect organizational engagement. Moreover, these psychological factors have to be analyzed in the relation of career effectiveness. Finally, based on the analyzed results, this study has provide useful information for hospital management to establish efficient and productive human resources-management measures in therms to increase in organizational engagement and career commitment of employees as well. Questionnaires were distributed to employees who are working in hospital located in Seoul city. We found that career management support systems have a significant effect on job engagement. In addition, job engagement influences significantly career commitment. Conclusion and implications are discussed.

• Journal of Korean Critical Care Nursing
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• v.15 no.1
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• pp.58-68
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• 2022

Purpose : This study aimed to provide basic data for developing strategies to improve the nursing performance of nurses working in the intensive care unit by identifying the degree of their communication ability, job satisfaction, organization commitment, and nursing performance, and the relation between each of these variables in the intensive care unit by examining the factors affecting nursing performance. Methods : The participants comprised of 150 nurses working in the intensive care unit in two advanced general hospitals. Data were collected using structured questionnaires and analyzed using a t-test, ANOVA, the Scheffé test, Pearson's correlation coefficients, and multiple regression analysis using the SPSS/WIN 25.0 program. Results : Nursing performance of the participants was positively correlated with communication ability (r=.64, p<.001), job satisfaction (r=.26, p<.001), and organization commitment (r=.29, p<.001). Factors significantly influencing the participants' nursing performance included academic background (𝛽=.16, p=.032) and communication ability (𝛽=.50, p<.001). The explanatory power of these variables for nursing performance was recorded at 49.9% (F=19.04, p<.001). Conclusion : The use of various programs in the hospital and the development of effective communication ability with medical staff and other departments among nurses will help improve nursing performance, cooperation with other departments, and patient care.

• Journal of Distribution Science
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• v.13 no.6
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• pp.105-118
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• 2015

Purpose - Currently, strengthening small and medium-sized enterprises (SME) in terms of competitiveness is a key economic issue. However, the problem is that many SMEs lack the internal competence required to cope with a rapidly changing market structure. Such problems can act as an obstacle to economic development, yet most SMEs in Korea are dealing with this problem today. A company's source of competitive advantage is changing from quantity to quality, facility to knowledge, and hardwork to creativity. Under such circumstances, a company should place learning and sharing of knowledge and continuously creating new knowledge as its priority. This study aims to identify the effect of a chief executive officer's (CEO) compassion and forgiveness - positive factors in organizational emotion - on learning organization activities and organizational performance, through a theoretical comparison. Research design, data, and methodology - For this study, SMEs based in Daejeon and Chungcheong area were selected. To secure credibility of the data, the subjects were selected among those who have been working at the business for six months or longer. The survey was conducted for 30 days from March 5, 2015 to April 5, 2015. Both offline and online surveys were conducted. Fifty companies were chosen and 700 questionnaires were distributed, with 506 used for analysis. Fifty subject companies (25 from Daejeon, 10 from Chungnam, 10 from Chungbuk, and five from Sejong) were selected and the objective, target, and survey content were explained to a manager at each company either face-to-face or on the phone. Of the total of 700 questionnaires distributed via mail or e-mail, 78.6% or 550 copies were returned. Excluding 44 insufficient questionnaires, the remainder, 506 questionnaires, were used for analysis. Results - This study analyzed how the CEO's compassion and forgiveness affects learning organization activities and organizational performance. First, compassion of the CEO at the SMEs directly affected the learning organization activities and indirectly affected the organizational performance. Second, forgiveness of the CEO at the SMEs did not affect the learning organization activities and organizational performance directly or indirectly. Conclusions - The study conclusions are as follows. First, CEO compassionate behavior at the SMEs was a significant variable that directly and indirectly affected learning organization activities and organizational performance. Therefore, the CEO of an SME can create a positive organizational atmosphere through compassionate behaviors in the organization. Second, the forgiving behavior of the CEO did not have direct or indirect effects on learning organization activities and organizational performance. However, the reason for a CEO to continue his or her forgiving behavior is because it strengthens employee resilience, commitment, and self-efficacy to protect the organization from negative influences such as layoffs, risks, and wrongdoings. The action of forgiveness does not have direct or indirect effects. However, the CEO shall continue such behavior to strengthen members' physiological resilience, commitment, and self - effectiveness, and to protect the organization from risks including layoff and external negative factors.

• Korea Journal of Hospital Management
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• v.9 no.2
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• pp.1-22
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• 2004

This study was designed to suggest a learning organization in a medical center by examining the factors to influence effectiveness of the learning organization. We collected the data of 586 persons who participated once or more times in the learning organization managed from 2000 to 2002 by Y Medical Center located in Seoul, and included the data of 285 persons in the final analysis. The results of the study are summarized as follows. First, as the results of examining the regression coefficients to predict the effectiveness of and satisfaction with the learning organization through the learning level, learning method and learning organization constructing level as the general variables, the important influential factors were shown as follows: 1)knowledge creation, knowledge storing, private learning, organizational learning, and learning organization construction of occupational and human levels as the factors to predict the working competency; 2) learning organization construction of the human level as the factors to assume the duty satisfaction; 3) gender, working years, private learning, team learning and organizational construction level for the prediction of the organizational commitment; and 4) medical technical service, knowledge creation, organization learning, and constructing level of the environmental and human levels for the assumption of the satisfaction with experience in the learning organization. Based on the study results of the effects in managing the learning organization, we can conclude the followings. First, the members who are in various working positions and occupations need to continuously participate in the learning organization. Second, to raise the organizational outcome from the management of the learning organization, it is necessary to establish systematic concepts in the constituents of the organizational effectiveness such as working competency improvement, duty satisfaction and organizational commitment, and the experience satisfaction of the learning organization. Finally, the future of the organization depends on the learning competencies of the organization members. To continuously exist and develop the organization, the private learning of the organizational members should be constantly spread and shared over the organizational level, and the usual innovations such as repetitive and habitual organizational learning should be generally tried out throughout the whole field of the management.

• Management & Information Systems Review
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• v.35 no.4
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• pp.57-77
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• 2016

The purpose of this study is to analyzing the DISC behavioral styles of deluxe hotel employees, that Dominance(D), Influence(I), Steadiness(S), Consciousness(C) on the organizational culture and the organizational effectiveness of the hotel employees and is to presenting the influence of DISC behavioral patterns on the organizational culture and the organizational effectiveness. To accomplish the aim, the study conducted literature investigations and positive analysis. The results were as in the followings. Employees with a dominant and influencing behavior style adapt themselves to innovative culture and collusive culture. also, organizational commitment and job satisfaction were affected by dominant and influencing behavioral employees. and employees with a steady style adapt themselves to rationality culture. so, organizational commitment and job satisfaction were affected by steady style. furthermore, the result shows that it can be reduced turnover rate when the conscious behavioral employees adapt to the collusive culture. Customer's needs and wants are changed fastly. In addition, there is a keen competition between a five-star hotel. Because the number of five-star hotel are increased. Lastly I suggest that the DISC behavioral style is using at recruit.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.3
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• pp.438-446
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• 2019

This study examined the effects of non - personality behavior of supervisors on the job exhaustion and organizational effectiveness of nurses. A survey in the form of a questionnaire was completed by 250 nurses working at three general hospitals located in Seoul and Gyeonggi from September 20 to October 31, 2014. The collected data were analyzed by frequency analysis, factor analysis, correlation, and linear regression analysis using the SPSS program. The results of the analysis were as follows. First, the effects of the non-personality behavior of supervisors on the job exhaustion of nurses were statistically significant. Second, the effects of non-personality behavior of supervisors on the organizational effectiveness of nurses were statistically significant in job satisfaction, organizational commitment, and organizational citizenship behavior. Third, the effects of job exhaustion on organizational effectiveness of nurses was statistically significant for job satisfaction, job exhaustion, and organizational citizenship behavior. Because the non-personality behavior of a supervisor can have a negative effect on the exhaustion of a nurse's job and the organizational effectiveness, there should be a wide range of human resources and effective task allocations in a hospital to reduce job burnout and increase job satisfaction. In addition, it is necessary for the boss to develop desirable leadership education, appropriate modeling, and reduce their negative influence in the workplace.

• Journal of Korean Academy of Nursing Administration
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• v.10 no.1
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• pp.83-96
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• 2004

Purpose: The purpose of this research is, by investigating organizational characteristics, types of nursing organizational culture and team effectiveness in ICU, to ascertain the type of nursing organizational culture and the organizational characteristic that can improve the team effectiveness. Method: The research targeted 427 nurses from 33 ICUs of 14 general hospitals which have more than 250 beds and the data were gathered by using self-report questionnaires from April 10, 2003 to April 24, 2003. For this research, the following tools were used; the tool for measuring organizational characteristics and organizational cultures and the tool for measuring team effectiveness. Result: The most significant nursing organizational characteristic in ICU is the centralization. The organizational culture in ICU is generally rank-oriented culture. There was a significant difference (p<.01) in four types of organizational cultures; relation-oriented, innovation-oriented, rank-oriented and task-oriented. Verifying influence power of organizational cultures upon team effectiveness of ICU, relation-oriented culture had 49.2% of an influence upon team effectiveness, innovation- oriented and relation-oriented culture had 60.4% of an influence, and rank-oriented, innovation-oriented and relation-oriented culture had 61.2% of an influence. The organizational culture profiles according to the types of nursing organizational cultures in 33 ICUs were found by a cluster analysis. They were classified into five culture profiles; strong balance culture profile, weak balance culture profile, innovation-oriented and task-oriened culture profile, strong relation culture profile and strong rank culture profile(p<0.5). According to me organizational culture profiles, a significant difference of team effectivenesses(coworker satisfaction, team performance perception, team satisfaction and team commitment) was found(p<.01). The strong balance culture profile had the best team effectivenesses. Conclusion: For nursing culture management, a nursing administrator should identify the relevant nursing organizational culture at first by utilizing an innovative team-leader. After identifying the organizational culture, the administrator should make strategic plans and practices that can distinguish good organizational cultures to be expanded from ones to be sublated so that a strong balance culture can be developed.