• The Journal of Asian Finance, Economics and Business
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• v.8 no.11
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• pp.285-296
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• 2021

The purpose of this study is to determine the effect of organizational culture, job involvement, and emotional intelligence on employee performance through job satisfaction, organizational commitment at commercial banks in the Great Malang. This study applied the purposive sampling method to obtain data from 240 out of 600 workers working in four commercial banks, which was then analyzed using the SEM. The results showed that organizational culture, job involvement, emotional intelligence have no significant effect on employee performance through job satisfaction. Organizational culture, emotional intelligence, job involvement, satisfaction significantly affect employee performance through organizational commitment. Organizational culture, job involvement, emotional intelligence significantly affect employee performance through job satisfaction, organizational commitment. By investigating the impact of organizational culture, job engagement, emotional intelligence on job satisfaction, organizational commitment, employee performance simultaneously in this study, this study expands the existing literature by providing a better understanding of organizational culture, job engagement, and emotional intelligence. Given that articles on organizational culture, job involvement, and emotional intelligence are limited in the HRD literature, the findings of this study may offer reliable information for HRD practice, encourage researchers to explore research related to organizational culture, job involvement, and emotional intelligence.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.8
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• pp.5372-5383
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• 2015

The purpose of the present study was to figure out the effects of the result variables of hospital employees' conflicts on organizational effectiveness variables such as job satisfaction and organizational commitment. The present study was conducted with 305 subjects. The correlations among conflict, job satisfaction, and organizational commitment levels by conflict factor and by conflict type were analyzed using correlation analyses and multiple regression analyses were conducted to examine the effects of intra-organizational conflicts on conflict results while general and job related characteristics variable were controlled. According to the results of analyses, conflicts due to job satisfaction factors such as communication, leadership, and personality had significant negative effects on overall, intrinsic, and extrinsic job satisfaction levels and organizational commitment factors such as interdependence, leadership, and personality were significant conflict variables. By type, horizontal conflicts affected job satisfaction while vertical conflicts affected organizational commitment. When intra-organizational conflict levels were higher, job satisfaction and organizational commitment levels were lower and when job satisfaction levels were higher, organizational commitment levels were also higher

• Journal of Korea Society of Digital Industry and Information Management
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• v.17 no.3
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• pp.105-119
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• 2021

The purpose of this study is to examine the organizational politics, resistance change, turnover intention, and organizational commitment of organizational members during mergers and acquisitions. Recently, many companies are interested in mergers and acquisitions for business diversification and market extension. A merger is a legal consolidation of two entities into one, whereas an acquisition occurs when one entity takes ownership of another entity's stock, equity interests, or assets. This research model establishes a structural equation model. This model is set in a causal relationship between manager's organizational politics, peer organizational politics, and change resistance and the change resistance has a causal relationship of turnover and tissue immersion. In particular, this study will test different of organizational politics by position. Research results, the organizational politics of managers and colleagues have shown increasing change resistance. The change resistance has resulted in a reduction of organizational commitment and an increase of turnover intention. Next, the position analysis showed that top management level, middle management level, and working-level officials showed different organizational politics. The working-level officials are influenced by their manager politics and are influenced in organizational commitment and turnover intention by change resistance. The middle manager level is influenced by the organizational politics of bosses and colleagues, and organizational commitment is weakened by change resistance. The CEO level is not affected by organizational politics in the company, but the turnover intention is strengthened and the organizational commitment is weakened by the change resistance. This study has contributed to further updating the theory of organizational politics based on mergers and acquisitions. As a practical implication, we suggest an organizational integration strategy for a new organization.

• Educational Technology International
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• v.8 no.1
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• pp.17-39
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• 2007

The purpose of this study was to identify the relationships among organizational commitment, job satisfaction, and learning organization culture. This study was conducted in five sub-organizations of one Korean conglomerate company. One thousand employees were randomly and proportionately selected, with 669 useable cases obtained, for a response rate of 67%. The organizational commitment instrument used from the "affective, continuance, and normative commitment" scale (ACNCS) of Allen and Meyer (1990). The "Dimensions of Learning Organization Questionnaire" of Watkins and Marsick (1997) was used to measure learning organization culture. The short form MSQ (Minnesota Satisfaction Questionnaire), developed by Weiss, Dawis, England, and Lofquist (1967), was the third instrument used. Descriptive statistics, correlational statistics, and inferential statistics (ANOVA and t-tests) were used. Organizational commitment (except for continuance) is moderately and positively related to job satisfaction and moderately and positively related to learning organization culture. In addition, learning organization culture is weakly to moderately and positively related to job satisfaction. No differences by age were found. Four-year college graduates are more likely to have higher creating continuous learning opportunities in learning organization culture than graduate school degree holders. Males are likely to have higher affective and continuance organizational commitment than females. Employees working in R&D, Engineering, and Manufacturing (REM) are likely to have higher continuance organizational commitment than do other types of jobs. Employees are more likely to have higher learning organization culture and job satisfaction than assistant managers. Assistant managers have higher continuance organizational commitment than managers. Managers generally have higher organizational commitment, learning organization culture, job satisfaction than assistant managers. They also have higher learning organization culture than employees. Employees who had worked for less than four years in their current job and organization have higher promoting inquiry and dialogue in learning organization culture than those who have worked for ten years or more. Employees in the insurance organization have higher affective organizational commitment, learning organization culture, and job satisfaction than those of the other organizations. Finally, employees of the electronic company have higher continuance organizational commitment in learning organization culture than those of other companies. In summary, this research enables CEOs and HRD and HRM practitioners to view organizational commitment, learning organization culture, and job satisfaction as important variables in exploring diverse ranges of topics related to the workplace. And then, they can diversely apply their management, interventions and practices to fit these diverse characteristics.

• Journal of dental hygiene science
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• v.17 no.6
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• pp.516-522
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• 2017

The purpose of this study was to identify the effect of dental hygienists' perceptions of dental organizational culture and professional identity on organizational commitment. A survey was conducted with 310 dental hygienists working in dental hospitals and dental offices. If dental hygienists experience organizational cultures as having different degrees of organizational commitment, then the type of organizational culture and commitment may be important variables in understanding and reducing the turnover rate of dental hygienists and improving workplace performance. Efforts to form a healthy and positive organizational culture may therefore be necessary. The organizational culture most recognized by the dental hygienist was hierarchical culture (3.39) and the least recognized was task-orientated culture (2.71). The professional identity of the dental hygienist was 3.75 and the organizational commitment was 2.98. Correlation analysis was conducted to investigate the relationship between dental organization culture type, professional dental hygienist identity, and organizational commitment. As a result, professional identity and organizational commitment showed positive(+) correlation with innovation oriented culture and relationship oriented culture. Among the organizational culture types, relationship-orientated culture (p<0.001) and innovation-orientated culture (p=0.006) were significant influences on organizational commitment, and professional identity did not have a significant influence. The regression model was found to be statistically appropriate (F=11.857, p<0.001) and the model explaining power was 14.9%. These results suggest that efforts to create a relationship-orientated culture and an innovation-orientated culture and to reduce the hierarchical culture can be a strategy to enhance the organizational commitment and the professional identity of dental hygienists.

• The Korean Journal of Health Service Management
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• v.10 no.3
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• pp.27-37
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• 2016

Objectives : This study was conducted to test the influence of job stress and calling on the organizational commitment of clinical nurses. Methods : 220 clinical nurses at two university hospitals in Busan were recruited. They were asked to complete a questionnaire, and 192 data sets were included in the statistical analysis. Results : The mean score of the clinical nurses' organizational commitment was 4.0. All subdomains of job stress and calling were found to have correlations with organizational commitment. The organizational system (t=-6.099, p<.001), lack of reward (t=-3.990, p<.001), purpose/meaningfulness (t=3.624, p<.001), and occupational climate (t=-3.581, p<.001) were revealed to have influences on the organizational commitment. The model was statistically significant, explaining 52.2% of the variance (F=47.808, p<.001). Conclusions : To help clinical nurses become committed to their organizations, administrators need to build fair and rational organizational systems, strengthen various types of rewards, and help nurses reconcile nursing and the meaning of their lives. In addition, every nurse should endeavor to change the nursing organizational climate which is based on vertical collectivism, to a rational climate.

• The Korean Journal of Emergency Medical Services
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• v.13 no.2
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• pp.99-108
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• 2009

Purpose : The purpose of this study is to offer basic data in arranging the improved working environment to Emergency Medical Technicians, by analyzing the influence of job satisfaction in Emergency Medical Technician within hospital upon organizational commitment. Method : This study was carried out targeting 203 Emergency Medical Technicians who are working at hospitals in B Metropolitan City, U Metropolitan City, D Metropolitan City, an d G Province. The data collection was performed from April 1, 2009 to June 10. The statistical processing was used a program of SPSS WIN 12.0 Version. The statistical significance was set to p<.05. Results : 1. In the descriptive statistics of the job satisfaction and the organizational commitment. the whole average for job satisfaction was 3.06 points. The whole average for organizational commitment was 3.05 points. 2. In the difference between job satisfaction and organizational commitment, the group for job satisfaction was indicated to be statistically significant in job-choice motive(F=2.710, p<.05) and turnover propensity(t=.662, p<.001). The group for organizational commitment was indicated to be statistically significant in working department(F=2.871, p<.05), job-choice motive(F=2.944, p<.05), turnover propensity(t=.903, p<.001), and turnover reason(F=3.415, p<.01). 3. In the correlation between job satisfaction and organizational commitment, the job satisfaction showed positive correlation(r=.736, p<.01) with organizational commitment. 4. As for the influence of job-satisfaction factor upon organizational commitment, salary(${\beta}$=.162, t=2.739, p<.01), autonomy(${\beta}$=.372, t=4.633, p<.001), working environment(${\beta}$=.139, t=1.968, p<.05), and organizational needs(${\beta}$=.172, t=2.291, p<.05) were indicated to have significant effect on organizational commitment. Conclusion : The institutional arrangement is considered to be likely to be necessarily made highly for improving social image and enhancing salary and working environment so that Emergency Medical Technician within hospital can be enhanced job satisfaction and organizational commitment.

• Management & Information Systems Review
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• v.31 no.4
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• pp.377-395
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• 2012

The purposes of this research was to examine the relationship between two forms of satisfaction, commitment and turnover intentions at organization, job. Also consistent with the Meyer et al(1993) notion of the three-component model of organizational commitment. Although researchers have examined organizational commitment in relation to a wide range of variables, there has been no discriminant validity of commitment at occupation and job. The purpose of the present article, are to compare the relation between satisfaction forms, commitment forms and turn intentions forms. Confirmatory factor analysis supported the proposed distinction between the three forms of commitment and two turnover intentions forms at the measurement level in the distribution industry(N=156). Results using structural equation analysis with AMOS18 showed that job satisfaction had an positive impact on job commitment forms. Organizational satisfaction positive impact on two turnover intentions forms. However it revealed that no significant relation between organizational satisfaction and job commitment, job commitment and job turnover intentions.

• Journal of Distribution Science
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• v.12 no.7
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• pp.13-21
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• 2014

Purpose - This study reveals antecedent factors to help develop expressway rest areas in which employees were exposed to inferior environments, using Hackman and Oldham's Job Characteristics Theory. Research design, data, and methodology - The survey was conducted on 148 expressway rest area employees in Gyeonggi-do. After excluding questionnaires with invalid responses, 141 questionnaires were analyzed. Results - The sub-factors of job characteristics had a positive influence on the organizational commitment of employees, and organizational commitment had a positive influence on organizational citizenship behavior (OCB). Further, the results of mediation effects showed that organizational commitment and self-leadership were partially mediated. Finally, the results of the moderation effect of self-leadership showed that self-leadership was thought to be vital to let members endeavor to promote the competitiveness of expressway rest areas. Conclusions - The expressway rest area company needed to design jobs to let employees be self-motivated, productive, positive, responsible, and aspirational; job redesign, including job enrichment and job enlargement can be considerably helpful for affirmative influence.

• Journal of Digital Convergence
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• v.18 no.11
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• pp.111-121
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• 2020

This study was intended to analyze the effects of Organizational Culture on manufacturing(automobile) employees' Organizational Trust and Organizational Commitment. A proposed model based on previous research was empirically tested via structural equation modeling by AMOS using 362 valid samples collected from current employees of G-automobile Enterprises in Chang Won. The results of the empirical analysis are summarized as follows. First, Organizational Culture had a partially direct impact on Organizational Commitment. Second, Organizational Culture had a partially direct impact on Organizational Trust. Third, Organizational Trust had direct impact on Organizational Commitment. It has been confirmed that Organizational Trust has a partial mediation effect(full mediation effect) in the process of Organizational Culture and Organizational Commitment. This study showed similar results as other previous studies.