• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.40 no.1
• /
• pp.1-10
• /
• 2017

The difficulties in opening and closing a sport utility vehicle (SUV) tailgate is important aspect of JD (James David) power's Initial Quality Survey (IQS) assessment, and affective quality has a big impact on the the success of thesedays products. The purpose of this study is to evaluate the perceived difficulty and satisfaction of customers by the opening and closing of the tailgate and to grasp the relationship between them and the opening and closing reaction force. The mechanical force required to open and close 42 domestic and overseas SUV tailgates was measured with the help of an auto company. In the experiment, 100 male drivers in their 20s to 50s evaluated perceived difficulty and satisfaction with opening and closing the tailgate. The results of the analysis showed that perceived difficulty and satisfaction were statistically different depending on the vehicle, but did not depend on the personal characteristics of the participants. The perceived difficulty and satisfaction regression model of tailgate opening and closing was developed by mechanical force variables and had a relatively high adjusted $R^2$ ranging from 0.62 to 0.73. The models showed that the the initial close and open force, the difference between initial and maximum close force and the difference between initial and auto-fall angle should be small for the low perceived exertion and high satisfaction. In addition, the correlation analysis between IQS score of tailages and perceived difficulty and satisfaction showed that the IQS scores were more related to the perceived difficulty and satisfaction of closing than those of opening. The results of the study will be helpful to design and test mechanical open and close structure of SUV tailgates.

• Asia Marketing Journal
• /
• v.15 no.2
• /
• pp.49-73
• /
• 2013

In this study, the author develops and tests a model that incorporates the mediating effects of two frontline employee psychological variables (emotional exhaustion and intrinsic motivation) based on job demand and resource model. As a form of environmental resource, person-organization fit was proposed as a leading factor of frontline employee boundary spanning behavior through emotional exhaustion and intrinsic motivation. All measures were adapted from or developed based on prior research. Data for the study were collected from a cross-sectional sample of retail bank employees in South Korea. Questionnaires were distributed to 500 frontline employees across several banks. Of these, 322 usable questionnaires were returned. To analyze the data, a structural equation model procedure using LISREL 8.5 was employed. Results show that an employee's perceived fit with his/her organization enhances intrinsic motivation and reduces emotional exhaustion. These mechanisms, in turn, increase the employee's boundary spanning behavior. These results support the notion that person-organization fit should be one of the factors affecting motivation, affect and attachment, and extends such an understanding to a purely service-based environment among customer contact employees. Results also confirms that P-O fit can be viewed as environmental resources, and the JD-R model provides a theoretical base in further studying the antecedent role of P-O fit on frontline employees's boundary spanning behavior through intrinsic motivation and emotional exhaustion. These results suggest that organizations have to do their best to manage P-O fit, be it through employee screening or training and workshops to try and align organization and employee values and objectives. If managers of organizations are positively evaluated by the employees, it will be easier for them to, give things of value to employees, such as sense of direction, values, and recognition, and receive other things in return such as esteem and responsiveness. Consequently, organizational leaders are not only able to manage employee experiences, but also their fit with the organization. Even if a manager cannot control employee P-O fit, this research suggests, that a focus on reducing emotional exhaustion rather than increasing intrinsic motivation seems optimal. This research also supports the idea that motivation has a direct association with a frontline employee's boundary spanning behavior. Even in situations where emotional exhaustion cannot be reduced, organizations may still influence frontline behaviors through motivation.

• Journal of Distribution Science
• /
• v.16 no.5
• /
• pp.71-81
• /
• 2018

Purpose - Our research aims to investigate the mediating effect of employee creativity on the relationship between intrinsic motivation and job performance using relationship using Chinese department salespeople samples. Another objective of this study is to be clear boundary conditions that strengthen or weaken the effects of intrinsic motivation on work outcomes (i.e., employee creativity and job performance). Drawing on JD-R theory, we suggest that the two types of coworker support play differential moderating roles in the intrinsic motivation, employee creativity relationship by increasing or decreasing job resources and demands in different ways. Research design, data, and methodology - This empirical study data were collected from gathered from a sample of full time salespeople in China. A total of 550 questionnaires were distributed and 300 responses were collected, indicating a response rate of 84.0%. Working with a sample of 300 salespeople working in a department store in China. SPSS 18.0, Process 2.16 Macro, and M-Plus 8.0 software were used in the data analysis. Descriptive statistics were used to evaluate the distribution of the employee profiles and correlations between variables. M-Plus 8.0 software was used to test the model fit, validity and reliability of the variables. Finally, all research hypotheses was estimated by SPSS Macro 2.16. Results - To test our research hypotheses, we employed an analytical strategy suggested by Hayes (2013; 2015) and Shrout and Bolger (2002). In this study, we tested the relationship between intrinsic motivation and job performance throughout employee creativity. Results showed intrinsic motivation and job performance was partially mediated by employee creativity. The positive relationship between intrinsic motivation and employee creativity when coworker emotional support was high than when it was low. In contrast, the positive association between intrinsic motivation and employee creativity was stronger when coworker instrumental support was low than when it was high. Coworker emotional and instrumental support further moderated the indirect effect of intrinsic motivation on job performance through employee creativity. Conclusions - This study extends the conceptual model and empirical researches in coworker supports literature by representing a fundamental mechanism of how salespeople's intrinsic motivation and job performance throughout employee creativity.

• The Journal of the Korea Contents Association
• /
• v.17 no.1
• /
• pp.299-336
• /
• 2017

The purpose of this study is to identify the differential effects of transformational leadership and organizational justice on psychological contract breach and work engagement, and to suggest practical implications. To this purpose, this study theoretically references equity theory which recognizes the relationship between organizational input and output, social exchange theory which explains the exchange relationship between members and organization, and job demand-resource (JD-R) model that combines job demands and job resources. A empirical study was conducted on 277 employees at 18 companies of diverse industries including manufacturing, distribution, and finance, and to eliminate the common method bias problem, the dependent variable was measured using peer evaluation. The results of this study showed that: 1) both transformational leadership and organizational justice had a significant positive effect on work engagement and significant negative effect on psychological contract breach; and 2) psychological contract breach played a partial mediating role in the relationship between transformational leadership and work engagement as well as between organizational justice and work engagement. Therefore, this study suggests that, as organizational justice has stronger influence on work engagement and psychological contract breach than transformational leadership, organizations should not only train its leaders but also guarantee fairness.