• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.471-478
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• 2021

This study aims to investigate the determinants of turnover intention among company managers in Indonesia. Based on the literature, this research hypothesizes that job satisfaction is a mediator in the relationship between compensation, career and turnover intention of companies in Indonesia. Respondents as research samples are grouped into middle managers from two industries, namely, manufacturing and services. A total of 215 questionnaires were returned from middle managers. Data analysis used Structural Equation Model - Linear Structural Relationship (SEM LISREL). The research results prove that compensation and career have a positive effect on job satisfaction. Compensation, career, and job satisfaction have a negative impact on turnover intention. Compensation is known to be one of the motivating drivers of workers around the world. From this study it can be said that, if middle manager teachers are well compensated, they will be encouraged, persuaded and will have positive feelings toward their work, and this will result in staying put. It works also with career and job satisfaction. If both variables are considered carefully, intention to move tends to be low. These findings provide new insights into the field of international human resources in developing multinational companies and service businesses.

• Journal of Digital Convergence
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• v.13 no.3
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• pp.85-93
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• 2015

There are the leadership is the main factor for managing effective organization as the size of organization becomes large and its functions are a complex and rapidly changing environment. Therefore it needs to suggest the desirable direction for managing organization by the effect of middle manager's leadership on organization's effectiveness. The aim of the present study is to investigate the proper leadership type of middle manager through the mediating effect of job satisfaction between turnover intention and leadership type recognized of organizational members. It suggested the guidelines for the proper leaderships type and the efficient management for employees through the findings. To test hypotheses, the leadership types are classified and the data of this study has collected to evaluate middle managers from the actual employees of agricultural cooperatives in Nonghyup. Through the findings of this study, it is expected the organizational convergence and provides guidelines in managing the agriculture organization to suggest implications and future research directions.

• Journal of Institute of Control, Robotics and Systems
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• v.12 no.2
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• pp.154-160
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• 2006

Instantaneous reaction and intelligence are required for autonomous mobile robots to achieve multiple goals in the unpredictable and dynamic environments. Design of the appropriate control architecture and clear definitions of systems are needed to construct and control these robots. This research proposes the hybrid deliberative/reactive control architecture which consists of three layers and uses the method of software structure design. The highest layer, Deliberative Layer makes the overall run-time schedule for navigation and/or manipulation, and the middle layer, Task Execution Layer carries out various missions. The lowest layer, Reactive Layer enables a robot to react rapidly in the dynamic environment and controls the mechanical devices concurrently. This paper proposes independent system supervisors called Manager to reuse the modules so that the Manager supports common use of the system and multi-processing tasks. It is shown that the mobile robot based on the proposed control scheme can perform the basic navigation and cope with the dynamic obstacles reasonably well.

• The Journal of Korea Institute of Information, Electronics, and Communication Technology
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• v.7 no.1
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• pp.1-9
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• 2014

Fireworks are used in our country, most of U.S. equipment and software systems are old and outdated technology. If the Fireworks receives a signal, then the start of the pre-placed as the signal proceeds to the middle of a problem with the site manager directly turn off the power and turn on again. Manager, where it should be handled directly. So, in this paper, we researched a domestically developed technology to escape the reality that relies on foreign technology. Our technology should be suited the convenience, reliability and lower cost. This technology can generate revenue from overseas.

• The Korean Nurse
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• v.29 no.5
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• pp.46-53
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• 1991

In the past, management had been done over nurses rather than nursing and this brought the existence of general manager and as a result, nurse-manager's position and role are being threatend. For the up-bringing of nursing to firm professional recognition in the 21st century, it is firmly believed that nursing managers are to be in the position to play the role of general manager with professional qualifications; personal qualities and exact understandings on the role and function of each tier group under her/his management. 124 top(3 nursing superintendents), middle-range(23 supervisors) and unit managers(98 head-nurses) from 3 university hospitals in Seoul were interviewed in order to investigate their belief in the role, professional qualifications, personal qualities as well as the strategy for the development of their leadership qualities. The frame of reference for the interview were developed by the researcher in reference to relevant literatures. It was the common belief that qualifications o[ top-managers and mid-managers require an educational background of master's preparation or higher and clinical career for at least 15 years for top-managers and 5 -10 years for mid-managers. The personal qualities required by nurse managers include; leadership, initiative, judgement, self-confidence, flexibility, open-mindedness and strong motivation. Achievment-orientedness would greatly help them become excellent managers. On the other hand, [or more effective management, managers of each teir group are to fully understand their role and perform "their job responsibilities ie. Top managers are supposed to study with emphasis on organization, function and conceptual s~ill while mid-managers concentrate their effort on the development of skills for direction, guidance and human relationship. Unit managers also supposed to have abilities to manage their function with emphasis on development of clinical performance skill, for direction on operative aspects. The strategies for the development of leadership qualities include program-planning at individual instutional level as well as local, national and international level. Nurse-managers are to be motivated and encouraged to participate in the programs in order to effectively communicate within tier groups.oups.

• Journal of Korean Society of Occupational and Environmental Hygiene
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• v.29 no.1
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• pp.82-97
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• 2019

Objective: In this study, in order to investigate the relationship between leadership type and job satisfaction, the types of leadership in medical institutions are divided into transformational leadership, servant leadership and authentic leadership. In addition medical staff and non-medical staff are classified according to their job characteristics, and middle managers and operators are classified according to position. Methods: For this purpose, 589 questionnaires were applied to the medical institutions in Seoul and Gyunggi-do, and empirically analyzed with multiple regression. Results: The results of this study are first, among gender, medical or non-medical staff, position and career experience, men, non-medical staffs, and middle managers showed higher leadership, job engagement, and job satisfaction. Second, servant leadership and authentic leadership have significant positive relationships with job engagement. In the case of medical staff, only servant leadership has a positive effect on job engagement, while in the case of non-medical staff, both servant leadership and authentic leadership have significant influence on job engagement. Job satisfaction was found to have a statistically significant effect of servant leadership and authentic leadership in medical staff and non-medical staff. Third, in the case of middle managers, servant leadership showed a statistically significant effect only on job satisfaction, while servant leadership and authentic leadership had statistically significant effects on job engagement and job satisfaction of operators. Conclusions: This study suggests the possibility and applicability of authentic leadership in addition to transformational leadership and servant leadership in hospital organizations. Also, by identifying differences in the effects on organizational effectiveness, it is also suggested the need for research on identifying leadership factors that reflect strictly distinctive job characteristics.

• Archives of Plastic Surgery
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• v.42 no.4
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• pp.407-410
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• 2015

The aim of this study is to review the protective effect of a bicycle helmet on each facial location systematically. PubMed was searched for articles published before December 12, 2014. The data were summarized, and the odds ratio (OR) between the locations of facial injury was calculated. A statistical analysis was performed with Review Manager (The Nordic Cochrane Centre). Bicycle helmets protect the upper and middle face from serious facial injury but do not protect the lower face. Non-wearers had significantly increased risks of upper facial injury (OR, 2.07; P<0.001) and of middle facial injury (OR, 1.97; P<0.001) as compared to helmet users. In the case of lower facial injury, however, only a slightly increased risk (OR, 1.42; 95% confidence interval (CI), 0.67-3.00, P=0.36) was observed. The abovementioned results can be attributed to the fact that a helmet covers the head and forehead but cannot cover the lower face. However, helmets having a chin cap might decrease the risk of lower facial injury.

• Korea Journal of Hospital Management
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• v.22 no.1
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• pp.10-20
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• 2017

Purposes: This study analyzed activities for improvement of quality of care in nursing units to identify group-level success factors of quality improving efforts. Methodology/Approach: Research subjects were 31 general wards of C university hospital, which has 1,200 beds. Data were collected through survey and focus group interview. The mean value of nurses in a ward was converted to unit-level variable value of the ward. The SPSS 24.0 version was used to analyse the data. The units were classified into two groups, high performing and low performing, by the subjective level of quality improvement performance. Findings: The main findings are as follows: 1. The high performing groups participated more in education related to quality improvement and showed more quality improvement cases in progress than that of their counterpart. 2. The high performing group's nurses show more positive perception and attitude on quality improvement activities, and they have positive assessment on the necessity, effect, satisfaction about the quality improvement activities. 3. Middle managers' ability, attitude, motivation, and effective communication across members of the ward played pivotal roles in boosting the quality improvement activities of wards.

• Journal of Korean Academy of Nursing Administration
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• v.15 no.3
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• pp.434-443
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• 2009

Purpose: This study was performed to measure nurses' perception of reward, organizational commitment, turnover intention, and to examine the effect of the first two variables on turnover intention. Methods: This study was cross-sectional survey. Data were collected from 400 nurses working at 8 general hospitals in 6 cities from May 28 to July 18, 2008. Result: Nurses perceived that reward was 'important', and organizational commitment and turnover intention were 'middle'. Being under 30 years old the unmarried staff nurses' organizational commitment was significantly low in statistics and their turnover intention was high. The only financial reward had a positive relationship with turnover intention, and organizational commitment had a negative relationship. The influence variables on turnover intention were affective commitment, period of expected work, financial reward, age, normative commitment, and the explanation power of them was 57.2%. Conclusion: It is concluded that the manager working at a small-middle sized general hospitals in Korean provinces should develop and apply the strategies that can improve nurses' organizational commitment. And they also have to make their organizational reward system keep appropriately.

• Journal of Korean Academy of Nursing Administration
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• v.6 no.3
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• pp.333-345
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• 2000

The health care environment becomes more competitive every day. It has fallen to nurse managers - from vice presidents of patient care to nurse managers and their assistants - to recruit and develop a workforce that successfully meets the needs of both patients and the organization. This means employees who demonstrate advanced critical thinking skills, creative problem solving, and sound decision making skills combined with clinical skills and patient advocacy. The environment which nurse managers create and the way they relate to their workforce, are pivotal to organizational viability. Especially leadership of first -line nurse managers contributes to the success of their organizations. First-line nurse managers are deserved to be one of the most administrative supervisors through the middle stratum in a hospital organization as being a manager in the field service if assessed from the overall aspects of hospital, as being an interim managers in the nursing department as well as being a supreme supervisor in a unit in terms of an organizational structure in the hospital. Similarly, as a compete leader, the first-line nurse managers have not only a professional which is qualified to perform a role of appropriate coordination with medical staff and key personnel but also hold an important key position a being responsible for performing his or her given role. The first-line nurse manager is expected to manage human and fiscal resources in ways not required before. While an identified need for well-prepared first-line nurse manager continues to plague the profession, first-line nurse managers often have difficulty providing the leadership required. The need leadership training to function effectively in their positions. But we hardly find a useful leadership training program for first-line nurse managers, therefore the purpose of this study was to developed the leadership training program for them. The steps of leadership program development were below: 1st step, 2 studies were done before develop a leadership program. One was done to ask to first-line nurse managers what they want to learn through leadership training, the other one was to ask the staff nurses what their opinions are for their first-line nurse managers leadership. 2nd step was searching other leadership programs contents. The results of this study were below: The total amount of hours is 24. Leadership training program contents are : Future of nursing profession (210min), understanding basic factor's of leadership and leadership theories(310 min), self understanding as first- line nurse managers(320 min), basic principle and practice of interpersonal relationship(210 min), assertiveness training, conflict management (180min), and group study(210min). This is challenging time to be a leader, especially in nursing. As nurse managers look toward the new millennium, it seems as through the same struggles are ahead that are behind. So nurse managers need to embrace change with a positive attitude. They need to demonstrate risk taking and support it in their staffs. All these things are possible that after they participate the leadership training program.