• Korean Journal of Construction Engineering and Management
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• v.22 no.2
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• pp.31-41
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• 2021

The purpose of this study is to analyze the properties of previous studies related to vocations in the construction field. The results of the analysis are as follows. First, The paper has not been published at the beginning of the establishment of the academic foundation for vocational studies, but there was a marked increase over the next 15 years. Second, research related to vocations in the construction field has been more active in engineering than in social science. Third, the primary data method was used much more than the secondary data method, and the quantitative research method through a questionnaire was the most common research method. Fourth, human objects showed the highest frequency as 78.9%, and among them, technicians was the most. Fifth, as the research topic, psychological and behavioral aspects such as job satisfaction, job stress, turnover intention, and organizational commitment were dealt with most, and structural and environmental aspects such as national job competency standards, job analysis, construction accidents, and career development. It was also found that the topic of the research was actively being dealt with.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.11
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• pp.38-52
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• 2018

This study examined the effect sizes of psychological burnout-related factors on the psychological burnout of early childhood teachers by applying meta - analysis focusing on master 's theses, doctoral dissertations and journals that have been published in Korea for the past 20 years. The results of the analysis are as follows. First, the total effect size, the factor group, the sub-factor, and the positive and negative effect factors of the inducing and inhibiting factors showed a significant effect size. Second, in terms of inducing factors, the task problem group showed a larger effect size than the negative relationship group. Third, among the lower factor of the negative relationship group, all the sub factors excluding the negative relationship with the director, effect size showed a medium effect size. Fourth, task stress showed the greatest effect size among the sub factors of the task factor group, followed by role conflict, task overload, and role ambiguity. Fifth, resilience showed the greatest effect size among the inhibition factors, followed by organizational support factor, teacher efficacy factor, social support factor, and emotional factor. Sixth, all sub factors of the emotional labor factor group, organizational support factor of the organizational support factor group, general teacher efficacy factor of the teacher efficacy factor group, and all sub factors of social support factor Medium effect size. In addition, the lower factor of all the other factors showed a large effect size. Seventh, of the effect factors, job satisfaction factor, depression factor, and turnover intention factor all showed a large effect size.

• Journal of Intelligence and Information Systems
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• v.21 no.2
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• pp.191-204
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• 2015

According to the '2013 Performance Assessment Report on the Financial Program' from the National Assembly Budget Office, the unfilled recruitment ratio of Software(SW) Developers in South Korea was 25% in the 2012 fiscal year. Moreover, the unfilled recruitment ratio of highly-qualified SW developers reaches almost 80%. This phenomenon is intensified in small and medium enterprises consisting of less than 300 employees. Young job-seekers in South Korea are increasingly avoiding becoming a SW developer and even the current SW developers want to change careers, which hinders the national development of IT industries. The Korean government has recently realized the problem and implemented policies to foster young SW developers. Due to this effort, it has become easier to find young SW developers at the beginning-level. However, it is still hard to recruit highly-qualified SW developers for many IT companies. This is because in order to become a SW developing expert, having a long term experiences are important. Thus, improving job continuity intentions of current SW developers is more important than fostering new SW developers. Therefore, this study surveyed the job continuity intentions of SW developers and analyzed the factors associated with them. As a method, we carried out a survey from September 2014 to October 2014, which was targeted on 130 SW developers who were working in IT industries in South Korea. We gathered the demographic information and characteristics of the respondents, work environments of a SW industry, and social positions for SW developers. Afterward, a regression analysis and a decision tree method were performed to analyze the data. These two methods are widely used data mining techniques, which have explanation ability and are mutually complementary. We first performed a linear regression method to find the important factors assaociated with a job continuity intension of SW developers. The result showed that an 'expected age' to work as a SW developer were the most significant factor associated with the job continuity intention. We supposed that the major cause of this phenomenon is the structural problem of IT industries in South Korea, which requires SW developers to change the work field from developing area to management as they are promoted. Also, a 'motivation' to become a SW developer and a 'personality (introverted tendency)' of a SW developer are highly importantly factors associated with the job continuity intention. Next, the decision tree method was performed to extract the characteristics of highly motivated developers and the low motivated ones. We used well-known C4.5 algorithm for decision tree analysis. The results showed that 'motivation', 'personality', and 'expected age' were also important factors influencing the job continuity intentions, which was similar to the results of the regression analysis. In addition to that, the 'ability to learn' new technology was a crucial factor for the decision rules of job continuity. In other words, a person with high ability to learn new technology tends to work as a SW developer for a longer period of time. The decision rule also showed that a 'social position' of SW developers and a 'prospect' of SW industry were minor factors influencing job continuity intensions. On the other hand, 'type of an employment (regular position/ non-regular position)' and 'type of company (ordering company/ service providing company)' did not affect the job continuity intension in both methods. In this research, we demonstrated the job continuity intentions of SW developers, who were actually working at IT companies in South Korea, and we analyzed the factors associated with them. These results can be used for human resource management in many IT companies when recruiting or fostering highly-qualified SW experts. It can also help to build SW developer fostering policy and to solve the problem of unfilled recruitment of SW Developers in South Korea.

• Journal of Distribution Research
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• v.17 no.3
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• pp.59-92
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• 2012

With accumulated research evidence, there is little doubt that leadership behavior is related to a wide variety of positive individual and organizational outcomes. Indeed, leadership behavior has been empirically linked to increased employee satisfaction, organizational commitment, extra effort, turnover intention, organizational citizenship behavior, and overall employee performance. Although leadership behavior has been linked to a number of positive organizational outcomes, research regarding the antecedents of such behavior is limited. Especially there is little research dealing with the antecedents of inter-organizational leadership behavior. This study interests in inter-organizational ethical leadership among marketing channel members. In both the mass media and the academic association, there has been a surge in interest in the ethical and unethical behavior of leaders. Although the corporate scandals in recent years may explain much of the mass media and popular focus, academics' interest has been limited by evidence that ethical leadership behavior is associated with both positive and negative inter-organizational processes and performances. This study tried to contribute to this body of knowledge by examining antecedents of ethical leadership. Ethical leadership is defined "the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making." Ethical leaders not only inform individuals of the behefits of ethical behavior and the cost of inappropriate behavior, such leaders also set clear standards and use rewards and fair and balanced punishment to hold followers accountable for their ethical conduct. Despite the assume importance and prominence of ethical leadership among organizations, there are still many questions relating to its antecedents and consequences. One is whether the likelihood of an leading organization being perceived as an ethical leader among other following organizations in marketing channels can be predicted using its characteristics and inter-organizational relationship maintenance skills. Identifying trait and skill antecedents will aid in the development of strategies for selecting and developing ethical leaders and determining the best means to reinforce ethical behaviors. The purpose of this study is to investigate the effects of three categorized variables on ethical leadership of channel leader. To be concrete, this study develops a model of the antecedents of three conceptually distinct forms of channel leader characteristics, such as organizational traits, inter-organizational relationship maintenance strategies, and supplier management strategies, and tests the hypothesized differential effects on ethical leadership of marketing channel leaders. The reason why this study deals with discount store channel is that there is very strong inter-dependence between a discount store and its suppliers. Their strong inter-dependence makes their relationship as the relationship between a leader and suppliers and creates an atmosphere that leadership occur without difficulty. The research model is as follows. For the purpose of empirical testing, 295 respondents of suppliers of discount store channel in Korea were surveyed. The procedures included scale reliability, and discriminant and convergent validity were used to validate measures. Also, the reliability measurements traditionally employed, such as the Cronbach's alpha, were used. All the reliabilities were greater than .70. This study conducted confirmatory factor analyses to assess the validity of our measurements. All items loaded significantly on their respective constructs(with the lowest t-value being 15.2), providing support for convergent validity. We then examined composite reliability and average variance extracted(AVE). The composite reliability of each construct was greater than .70. The AVE of each construct was greater than .50. This study tested research model using Partial Least Square(PLS). The estimation of the structural equation model revealed an acceptable fit of the model to the data($r^2$=.851). Thus, This study concluded that the model fit was considered acceptable. The results of PLS are as follows. The results indicated that conscientiousness, openness, conflict management, social networks, training, fair reward had positive effects on ethical leadership of channel leaders. On the other hand, emotional insecure had negative effect and agreeableness, assurance, and inter-organizational communication had no significant effect on supply chain leadership.

• Journal of dental hygiene science
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• v.14 no.2
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• pp.114-122
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• 2014

The purpose of this study was to analyze the effect of mediating variables on the relationship between job stress and stress response. A survey was conducted to 243 clinical dental hygienists from January 15, 2013 to March 20, 2013 and the data were analyzed using t-test, one-way ANOVA, Pearson's correlation analysis, and hierarchical multiple regression analysis. The subjects who worked in poor working environment, had high level of role conflict and overload and aggressive nature showed high stress responsivity (p<0.01). The variable that showed mediation effect on the relationship between job stress and physical discomfort, depression was shown to be personality type (p<0.05). Also, the variable that showed mediation effect on the relationship between job stress and turnover intention was social support (p<0.05). According to the results, personality type and social support were shown to be important parameters when it came to the relationship between job stress and stress response. Therefore, in order to reduce negative outcomes caused by stress, it is suggested to provide an educational opportunity on self-control management while increasing social support from the organizational and structural level. Especially, it is asked to expand the system that provides encouragement and recognition to feel the sense of achievement in the course of their duty execution.

• Asia Marketing Journal
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• v.13 no.3
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• pp.183-208
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• 2011

After more than 25 years of accumulated research evidence, there is little doubt that leadership behavior is related to a wide variety of positive individual and organizational outcomes. Indeed, leadership behavior has been empirically linked to increased employee satisfaction, organizational commitment, extra effort, turnover intention, organizational citizenship behavior, and overall employee performance. However, it is important to point out that although leadership behavior has been linked to a number of positive organizational outcomes, research regarding the antecedents of such behavior is limited. Especially there is little research dealing with the antecedents of inter-organizational leadership behavior. Supply chain leadership can be defined as the activities undertaken by the supply chain leader to influence the management programs and strategies of supply chain members. Supply chain performance is influenced by leadership of supply chain leader. Although research on supply chain leadership can be broadly categorized, many researchers have been preoccupied with analyzing supply chain leadership by the power-influence approach measuring such as control, power, and power bases. Also they have not examined the relationship between leadership and financial performance. This study has started to overcome those research gaps. The purpose of this study is to investigate the effect of relational behaviors on supply chain leadership, and the effect of such leadership behavior on financial performance of supply chain followers. In addition, this study also try to find out moderating variable existing in the relationship. To be concrete, First, this study develops a model of the antecedents of four conceptually distinct forms of relational behaviors such as training, fair reward, offering vision, and inter-organizational communication, and tests the hypothesized differential effects of relational behavior forms on supply chain leadership. Second, this study tests the effect of supply chain leadership on financial performance. Third, this study investigates the extent to which this leadership-performance relationship is moderated by leader ethicality. The reason why this study deals with convenience store supply chain is that there is very strong inter-dependence between a franchisor and its suppliers. Their strong inter-dependence makes their relationship as the relationship between a superior and subordinates and creates an atmosphere that leadership occur without difficulty. For the purpose of empirical testing, 217 respondents of suppliers of convenience store supply chain in Korea were surveyed and the analysis utilizing partial least square model indicated that training, fair reward, inter-organizational communication had positive effects on supply chain leadership, and such leadership had positive effect on financial performance of followers. On the other hand, offering vision had no effect on supply chain leadership. In addition, leader ethicality had moderating effect on the relationship between supply chain leadership and financial performance.

• Journal of Venture Innovation
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• v.6 no.3
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• pp.149-164
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• 2023

Today, when innovation and creativity become increasingly important, management of human resources is a key factor for corporate performance and competitive advantage. Corporate are implementing and introducing various types of support methods for members to achieve goals and improve organizational performance. Organizational culture and organizational trust affect the cognitive and emotional state of members. Furthermore, it can bring about changes in organizational performance such as job stress and job satisfaction. From an institutional point of view, work-life balance is also a major factor affecting organizational performance. The imbalance between work and life leads to a decline in organizational performance, such as decreased morale and dissatisfaction with work. In relation to work-life balance, the low birth rate problem intensified and the importance began to emerge. Therefore, the government has implemented various policy support for workers' work-life balance, and the "52-hour workweek" is a representative example. This study analyzed the effect of organizational culture applying the competitive value model on workers' job stress. In addition, the mediating effects of overtime work per week and organizational trust were analyzed. Job stress corresponds to a prerequisite stage that affects job commitment, job satisfaction, and turnover intention. However, research measuring job stress by organizational performance is insufficient. In addition, there are few studies analyzing the relationship between overtime and organizational performance. Considering this, it is necessary to understand the influence relationship. The results of the study are as follows. First, a hierarchical culture increases the job stress of workers. On the other hand, innovation-oriented, relationship-oriented, and competition-oriented corporate culture reduce job stress. Second, a hierarchical culture has reduced trust in the organization, and other organizational cultures have increased trust in the organization. Third, relationship-oriented and competition-oriented organizational culture reduced overtime. Innovation-oriented, hierarchical-oriented culture increased overtime Fourth, organizational trust and overtime have the effect of mediating organizational culture and job stress. Based on these analysis results, this study presented academic and political implications.

• Korean Security Journal
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• no.48
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• pp.9-33
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• 2016

The purpose of the present study was to find out cause-and-effect relationship between job requirements and job resources, with job burnout as a mediator variable, and the effects of these variables on organizational effectiveness. The population in the present study was private security guards employed by 13 private security companies in Seoul and Gyeonggi-do areas, and a survey was conducted on 500 security guards selected using purposive sampling technique. Out of 460 questionnaires distributed, 429 responses, excluding 31 outliers or insincere responses, were used for data analysis. For analysis, data were coded and entered into SPSS 18.0 and AMOS 18.0, which were used to analyze the data. Descriptive analyses were performed to find out sociodemographic characteristics of the respondents. The exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were used to test the validity of the measurement tool, and the Cronbach's Alpha coefficients were calculated to test the reliability. To find out the significance of relationships among variables, Pearson's correlation analysis was performed. Covariance Structure Analysis (CSA) was performed to test the relationship among latent factors of a model for job requirements, job resources, job burnout, and organizational effectiveness of the private security guards, and the fitness of the model analyzed with CSA was determined by the goodness-of-fit index ($x^2$, df, p, RMR, GFI, CFI, TLI, RMSEA). The level of significance was set at .05, and the following results were obtained. First, even though the effect of job requirements on job burnout was not statistically significant, it had a positive influence overall, and this result can be considered such that the higher the perception of job requirements by the member of the organization, the higher the perception of job burnout. Second, the influence of job resources on job burnout was negative, which can be considered that the higher the perception of job resources, the lower the perception of job burnout. Third, even though the influence of job requirements on organizational effectiveness was statistically nonsignificant, it had a negative influence overall, and this result can be considered that the higher the perception of job requirements, the lower the perception of organizational effectiveness. Fourth, job resources had a positive influence on organizational effectiveness, and it can be considered that the higher the perception of job resources, the higher the perception of organizational effectiveness. Fifth, the results of the analysis between job burnout and organizational effectiveness revealed that, even though the influence of job burnout on organizational effectiveness was statistically nonsignificant, it had partial negative influences on sublevels of organizational effectiveness, and this may suggest that the higher the perception of job burnout by the organization members, the lower the organizational effectiveness. Sixth, the analysis of mediating role in the relationship between job requirements and organizational effectiveness, job burnout was taking partial mediating role between job requirements and organizational effectiveness. These results suggest that reducing job burnout by managing job requirements, organizational effectiveness that leads to job satisfaction, organizational commitment, and turnover intention can be maximized. Seventh, the analysis of mediating role in the relationship among job requirements, job resources, and organizational effectiveness, job burnout was assuming a partial mediating role in the relationships among job requirements, job resources, and organizational effectiveness. These results suggest that organizational effectiveness can be maximized by either lowering job requirements or burnout management through reorganizing job resources.