• The Journal of Asian Finance, Economics and Business
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• 제7권3호
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• pp.211-221
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• 2020

This study aims to analyze the effect of structural Person-Organization Fit and organizational justice on organizational commitment, job satisfaction, Organizational Citizenship Behavior and employee performance. This study is based on a quantitative approach by collecting data using a survey conducted on three SOE's companies in Indonesia that operate in Makassar City, namely Pelindo. Ltd (Port Company), PLN. Ltd (Electric Company) and Pertamina. Ltd (Oil and Gas Company), with a sample of 90 employees. The study population was all non-managerial permanent employees. Data analysis using Structural Equation Modeling. In structural relations, out of the nine direct tests, there were two insignificant relationships, and in all three hypotheses there was one not-supported hypothesis. When compared between person-organization Fit and Organizational Justice, it is found that organizational justice has a more critical role in building Human Resource performance compared to Person-Organization Fit, because organizational justice is better able to provide job satisfaction and make organizational commitment and OCB as a prerequisite for its formation to better Human Resources performance. With organizational justice, employees will feel more satisfied working, committed to the work and organization, and behaves as a supportive organizational citizen for the realization of the best performance for the interests of the organization going forward.

• 인터넷정보학회논문지
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• 제11권4호
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• pp.143-158
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• 2010

기업의 전자기밀유출은 생존을 위협하는 피해를 입힌다. 중소기업은 유출사실을 알아도 적절히 대응하지 못하는 현실에서 추적 불가능한 유출을 원천봉쇄하는 전자기밀보호 시스템으로만 전자기밀정보는 보호된다. 현재 DRM 기반 문서보호 시스템은 전자기밀 보호에 여러 보안 취약점을 보인다. 본 논문은 전자기밀정보의 불법유출 경로 및 취약점을 분석하여, 가장 위험한 내부자 유출시도조차 불가능하게 하는 보안조건을 만족시키면서도 성능저하가 없는 그룹통신 기반 시스템의 구조를 연구하였다. 구조의 핵심은 암호화 상태로 유통, 암호키와 기밀정보파일의 분리원칙, 다중 엔티티(entity)의 DSA 기반 다중 인증기법으로 간단한 정보도용으로는 기밀정보를 얻을 수 없는 시스템의 기본 구조의 설계를 논의한다.

• 유통과학연구
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• 제13권6호
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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.

• 한국조리학회지
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• 제17권5호
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• pp.139-153
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• 2011

본 연구는 호텔기업의 브랜드 증거가 전환과 관계성과에 대한 인과관계를 파악하여 차별화되고 경쟁력 있는 유용한 정보를 제공하고자 하였다. 표본의 단위는 서울지역의 브랜드 증거를 전환한 호텔고객들이 조사에 참여하였으며, 2011년 6월 10일부터 2011년 7월 20일까지 총 500부를 배포하고 이중 408부에 대하여 SPSS 18.0과 AMOS 18.0을 이용하여 요인분석과 신뢰성 검증을 실시하고, 제시된 연구가설을 검증하기 위해서 공분산구조분석을 실시하였다. 분석결과 종사자서비스는 전환장벽과 전환비용에 유의한 영향을 미치는 것으로 나타났으며, 브랜드 네임은 전환장벽과 전환비용에, 이미지 일치성은 전환장벽과 전환비용, 대안매력에 유의한 결과를 보이는 것으로 나타났다. 그리고 지각된 가격은 전환장벽에 유의한 영향을 미치는 것으로 나타났다. 둘째, 전환장벽, 전환비용, 대안매력은 관계성과 즉, 전환의도와 비재무적성과에 유의한 영향을 미치는 것으로 나타났다. 셋째, 종사자서비스, 브랜드 네임, 이미지일치성은 전환의도 및 비재무적성과에 유의한 결과를 보이고 있는 것으로 밝혀졌다.

• 대한안전경영과학회지
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• 제17권3호
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• pp.247-263
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• 2015

This study seeks to identify effects derived from emotional labor in the distribution industry, and draw ways to systematically manage the employees by exploring effects of the emotion work on performance. For the purpose, literature reviews and empirical experiments were conducted to find out effects of emotional labor and false face acting on emotion work and organizational performance and effects of social support and job autonomy on the relationship between emotion work and organizational performance. To verify the hypothesis, we conducted a hierarchical regression analysis and structural equation model analysis using SPSS 20 and AMOS19. The result of the verification in this study is as follows: First, effects of emotional labor on burnout was found to be statistically significant, second, as for the path-coefficient for "emotional labor ${\rightarrow}$ emotion work" and "emotional labor ${\rightarrow}$ job satisfaction" was not statistically significant, while the path-coefficient for "emotional labor ${\rightarrow}$ service level" was found to be statistically significant. Third, effects of emotion work on job satisfaction was found statistically significant, fourth, emotion work on the service level was found statistically significant, fifth, effects of false face acting on emotion work was found statistically significant, sixth, effects of false face acting on burnout was statistically significant, seventh, moderating were found statistically significant and lastly, moderating effects of the relationship between emotion work from job autonomy and organization performance was not verified in job satisfaction, while emotion work, job autonomy, and interaction variable in service level were statistically significant.

• 유통과학연구
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• 제10권10호
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• pp.17-24
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• 2012

Purpose - This study aimed to (a) investigate the effects of emotional intelligence on customer orientation, (b) examine the impact of customer orientation on customer relationship management (CRM) performance (including CRM-related variables such as 'relationship commitment,' 'image of corporation,' and 'customer loyalty'), and (c) identify the conceptual framework of emotional intelligence. Research design, data, and methodology - The data were collected using a questionnaire given to a sample of employees of luxury hotels in the metropolitan area. To test the hypotheses, AMOS were conducted for the 271 respondents of the sample using the SPSS Win 17.0 software. The concept of emotional intelligence (EI) has been on the radar of many leaders and managers over the past few decades. Emotional intelligence is generally accepted to be a combination of emotional and interpersonal competencies that influence behavior, thoughts, and interactions with others. Emotional intelligence consists of four factors: understanding the self's emotion, understanding other people's emotions, emotion utilization, and emotion control. Understanding the self's emotion means to understand of my own emotions. Understanding other people's emotions is to understand of the emotions of the people around me and to know how my friends feel based on their behavior. The concept of emotion utilization means to set goals for myself and then try to achieve them, encouraging myself to do my best. The concept of emotion control means I can control my temper, handle difficult situations rationally, and calm down quickly when I am very angry. Results - As a result of the analysis, three factors (understanding the self's emotion, understanding of other people's emotions, and emotion utilization) were shown to have a significant effect on customer orientation. Emotion control had an insignificant effect on customer orientation. Only emotion control makes it difficult to solve customers' problems because it is a passive behavior. In order to solve the customers' problems, hotel employees have to show a positive attitude. Second, customer orientation had a significant effect on customer relationship management performance (customer relationship commitment, corporate image, and customer loyalty). In other words, customer orientation increases commitment to customer relationships. For example, employees who have a customer-orientated perspective provide good service to their customers, while employees who don't have a customer-orientated perspective can't satisfy their customers. Customer orientation can also generate a good image among customers, because they evaluate the image of a hotel through the behavior of hotel employees. So it is very important for employees to show excellent customer orientation. Conclusions - It is very important for hotel CEOs to manage their employees' emotional intelligence. In order to increase their employees' emotional intelligence abilities, CEOs have to manage the overall corporate culture and reward programs to achieve what they want. This is because the system can lead to a customer-orientated mind-set and CRM performance among employees. As a result, the hotel CEO has to pay attention to the emotional intelligence of employees to achieve strong CRM performance. The sentence as originally written was a bit unclear. If this edit does not retain your intended meaning please consider: "Only emotion control does not have a significant impact on customer orientation, and therefore on the ability of an employee to solve customer problems, because it is a passive behavior." Please use the version of the sentence that best captures your original meaning.

• The Journal of Asian Finance, Economics and Business
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• 제6권1호
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• pp.273-280
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• 2019

Many studies have shown that job performance and leadership are important in our society. In addition, to improve the quality of work or to improve the work efficiency is still a lot of challenges for each leader. In Vietnam, there are few specific studies on the impact of leadership styles on employee engagement such as: transformational leadership styles, business leadership styles and leadership styles. In the field of higher education, the fewer studies on these issues. A study is conducted to test the impact of leadership styles on the engagement of cadres, lecturers and staff at public universities in Vietnam. Using adjustment techniques, inspecting the scales and theoretical models representing the relationship among the influential factors. The research is based on a sample of 309 cadres, lecturers and staff currently working in universities in Vietnam and used Structural Equation Modeling (SEM) to test the relationships among the variables. The study results show that the scales of the variables: transformational leadership, transactional leadership, laissez faire leadership, job satisfaction and organizational engagement attain the validity and reliability in the research. The study results also show transformational leadership, transactional leadership and laissez faire leadership are directly and indirectly affected by job satisfaction and organizational commitment.

• The Journal of Asian Finance, Economics and Business
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• 제8권11호
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• pp.169-178
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• 2021

Motivating employee work engagement, which has emerged as one of the most significant drivers of high performance and achievement in today's dynamic environment, has become essential in gaining a sustainable competitive advantage. As widely known, leadership is a primary factor affecting work engagement. This is also directly related to a specific style of leadership exercised. Leadership styles affect the work engagement levels of the employees. The distracting nature of leadership type can have adverse impacts on individuals' behaviors. To provide a comprehensive understanding of the phenomenon, this article draws on social interaction theory and social exchange theory to investigate the potential effects of inclusive leadership on work engagement within the workplace, and the mediating role of psychological safety on the relationship between inclusive leadership and the work engagement. Here, psychological safety is needed by employees to avoid and manage negative feelings. SPSS and AMOS software was applied to survey data obtained from (n = 373) employees. Results revealed that inclusive leadership is a strong predictor for work engagement, and psychological safety partially mediates the link between inclusive leadership and work engagement. Implications for theory and practice alongside limitations are discussed.

• The Journal of Asian Finance, Economics and Business
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• 제8권1호
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• pp.1063-1069
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• 2021

The purpose of this study is to explore and empirically analyze the factors affecting transparency and public accountability in local government, which have not been sufficiently researched in terms of human resource management, and good governance implementation. In particular, this study intends to examine human resource management activities focusing on the government effectiveness dimension. This study uses a qualitative approach and phenomenological method to examine the phenomenon of participant experience along with documents that are in the setting under study. Participants consisted of nine people from the Regional Government Work Unit of Tasikmalaya City, the private sector, and the community. The researcher divided data analysis into three sub-indicators, including effectiveness and efficiency, responsiveness, and public service. The Results show Regional Financial and Asset Management Agency (BPKAD) of Tasikmalaya City as sufficient in terms of human resources, this can be verified from the number of leaders and staff, which amounts to 58 people, of which 80% are economic graduates. Although the quantity is adequate, the quality of human resources in BPKAD in Tasikmalaya City is still weak. In Conclusion of this study it is inferred that the application of the government effectiveness dimension in BPKAD Tasikmalaya City is not optimal and need adequate training to improve employee performance in financial management.

• The Journal of Asian Finance, Economics and Business
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• 제8권7호
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• pp.657-669
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• 2021

This study seeks to empirically investigate the impact of transformational leadership on employees' innovation with the mediating effect of technological diversity. Employees have evolved into leaders in organizing work within institutions over the last few decades. This shift presents new demands for leaders, who are forced to reinvent individual workers while also improving workplace innovation. This research proposes a conceptual model for considering transformational leadership and the impact of technological diversity on innovation. Structured questionnaire is used in the study and the analysis of the data from 633 employees of universities in the United Arab Emirates uses stratified sampling technique and hypotheses verified through Structural Equations Modelling (AMOS-21). According to the results, transformational leadership has a big effect on employees' innovation. Furthermore, in the relationship between transformational leadership and workforce innovation, technological diversity has a partial mediation impact. This research adds to the growing body of knowledge about how transformational leadership influences employees' innovation and how it affects employees' success, especially in the context of UAE-based universities. Overall, this research contributes to the previous studies wherein transformational leadership plays a critical role in influencing the innovative performance of employees and that, in turn, will promote diversification of technology in the organization.