• Journal of Distribution Science
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• v.13 no.12
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• pp.113-131
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• 2015

Purpose - In today's era of globalization, the competitive power of enterprises is growing fiercer, calling for organizations to be able to respond flexibly to survive and maintain predominance in competition. In turn, keen competition exists among enterprises for the systematic management of members' knowledge to secure predominance in such competition. Under such circumstances, SMEs must find and utilize positive causes for change that affect organizational performance. The objective of this study is to analyze the structural relationship between four factors known from prior research-a CEO's positive leadership, members' positive life positions, learning organization activities, and job engagement-and organizational performance. Research design, data, and methodology - To achieve this objective, this study established the following four research problems. First, do CEOs' positive leadership, members' positive life positions, learning organization activities, and job engagement affect organizational performance? Second, do CEOs' positive leadership, members' positive life positions, and learning organization activities affect job engagement? Third, do CEOs' positive leadership and members' positive life positions affect learning organization activities? Fourth, does CEOs' positive leadership affect members' positive life positions. Additionally, to achieve the objective of this study, the research model was selected on the basis of a documentary survey of 787 full-time employees at 100 SMEs, which was used to collect related data. Results - The following conclusions were drawn. First, a CEO's positive leadership directly affects members' positive life positions, learning organization activities, and job engagement. Second, positive leadership only indirectly affects organizational performance. That is, positive leadership has an indirect effect on organizational performance given the parameters of members' positive life positions, learning organization activities, and job engagement. Third, members' positive life positions directly affect learning organization activities and job engagement, but indirectly affect organizational performance with learning organization activities and job engagement as parameters. Fourth, learning organization activities directly affect job engagement and organizational performance. Additionally, learning organization activities indirectly affect organizational performance with job engagement as a parameter. Fifth, job engagement directly affects organizational performance. Conclusions - A CEO's positive leadership and members' positive life positions do not directly affect organizational performance but have a positive effect through learning organization activities and job engagement. In particular, CEOs' positive leadership was proven to be the major factor to affect members' positive life positions, learning organization attitudes, and job engagement, and learning organization activities and job engagement were found to be major factors that directly affect organizational performance. Considering these conclusions, the direct effect of a CEO's positive leadership on organizational performance is not statistically significant but seems to affect members' positive life positions, learning organization activities, and job engagement, which ultimately affects organizational performance. In addition, CEOs' positive leadership is an important factor that enhances the factors with the strongest effect on organizational performance-activities of learning organizations and job engagement.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.6
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• pp.229-239
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• 2021

This study examined the influence of ethical leadership on employee job satisfaction and the mediating role of employee engagement in the relationship between these two variables. In this study, employee engagement was divided into job engagement and organization engagement. Data were collected from 183 employees working for Korean companies. The results of this study are as follows. First, it was found that ethical leadership was positively related to both job engagement and organization engagement. Second, ethical leadership was also positively related to job satisfaction of employees. Third, job engagement and organization engagement were found to partially mediate the relationship between ethical leadership and job satisfaction respectively. The results of this study suggest a theoretical contribution in that it expanded existing studies on the relationship between ethical leadership and job satisfaction. This study is significant in that it revealed a mechanism that ethical leadership directly affects job satisfaction in the relationship between ethical leadership and job satisfaction, but indirectly positively affects employee engagement variables such as job engagement and organization engagement. The results of this study also suggest practical implications that CEOs should strive to help organizational managers demonstrate ethical leadership. In addition, the results of this study suggest practical implications that managers and human resource development experts need to seek ways to increase the level of engagement of employees in the organization. Finally, this study presented limitations to be revised and supplemented in future studies and future research directions.

• Korean Journal of Construction Engineering and Management
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• v.20 no.4
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• pp.94-103
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• 2019

The active engagement of the organization employees in the quality management activities of the construction project promotes the achievement of successful management performance. This study seeks to find a mechanism to promote employee engagement. The preceding factors that promote employee engagement through previous research are employee rewards system and satisfaction. In order to verify the proposed research model, sample data of 232 construction project employees were collected and analyzed through a structural equation model. As a result of the study, it was confirmed that all the proposed variables had a significant effect on the employee engagement and the moderate effect according to the employee's position and labor contract. The results of this study are expected to provide useful theoretical and practical implications for researchers and managers seeking ways to promote the engagement of organization employees from a broader perspective for the activation of quality management activities of construction companies.

• Journal of Korea Trade
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• v.27 no.4
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• pp.19-44
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• 2023

Purpose - This study examines the relationships between leader-member exchange (LMX), perceived fit, organization-based self-esteem (OBSE), corporate citizenship, work engagement, and employees' negative word-of-mouth (NWOM). In particular, it analyzes the effect of the interaction between LMX and corporate citizenship on OBSE, and the effect of the interaction between perceived fit and corporate citizenship on OBSE. Finally, this study analyzes moderated mediation by legal/ethical citizenship and philanthropic citizenship, and work engagement in the LMX-NWOM relationship and the perceived fit-NWOM relationship, respectively. Design/methodology - The research data were collected through a questionnaire from 293 employees working at 117 restaurant companies in Korea. Findings - The results were as follows. First, both LMX and perceived fit were negatively related to employees' NWOM. Second, both LMX and perceived fit were positively related to OBSE. Third, OBSE was negatively related to employees' NWOM. Fourth, legal/ethical citizenship and philanthropic citizenship were found to attenuate the positive (+) relationship between perceived fit and OBSE, respectively. Fifth, it was found that work engagement weakened the negative (-) relationship between OBSE and NWOM. Finally, OBSE was found to have a partial mediating effect moderated by corporate citizenship (legal/ethical citizenship and philanthropic citizenship) and work engagement in the relationship between perceived fit and NWOM. Originality/value - This study makes a theoretical contribution by expanding the mechanisms associated with LMX and NWOM by revealing the mediating effect of OBSE in their relationship. Additionally, this study makes a theoretical contribution in that it demonstrates the importance of enhancing legal and ethical citizenship and philanthropic citizenship by revealing the moderating effect of corporate citizenship in the relationship between perceived fit and OBSEE. Finally, it makes a theoretical contribution by suggesting that the interaction between work engagement and OBSE is important in reducing employees' NWOM by revealing the moderating effect of work engagement.

• Korea Trade Review
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• v.44 no.5
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• pp.65-92
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• 2019

The purposes of this study are to examine the impact of LMX on psychological empowerment, job engagement, and customer orientation, and to analyze the dual mediation effect of psychological empowerment and job engagement. To conduct this study, we used 333 questionnaires collected by members of domestic companies and organizations. Analyses results are as follows: First, LMX has no positive effect on customer orientation. Second, in the relationship between LMX and customer orientation, psychological empowerment and job engagement play a mediating role. Third, in the relationship between LMX and customer orientation, psychological empowerment and Job Engagement play a dual mediating role. The results of this study suggest the following implications. The theoretical implication is that this study once again confirmed behavior patterns such as cognition, emotion, attitude, and behavior of members in the organization. In addition, this study contributes to the literature by explaining that these behavior patterns by way of social exchange theory. The practical implication is that this study confirmed that members in the management field need to utilize a customer orientation in order to achieve the organization's goal efficiently and effectively.

• Journal of Smart Tourism
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• v.1 no.3
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• pp.21-29
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• 2021

This study explored the relationship between post types and linguistic characteristics in marketer-generated content and social media engagement to find the optimized content to enhance social media engagement level. Post data of 23,588 marketer-generated content were collected from 50 states' destination marketing organization Facebook pages in the United States. The collected data were analyzed by employing social media analytics, linguistic analysis, multivariate analysis of variance, and discriminant analysis. The results showed that there are significant differences in both engagement indicators and linguistic scores among the three post types. Based on research findings, this research not only provided researchers with theoretical implications but also suggested practitioners the most effective content designs for travel destination marketing in Facebook.

• The Korean Journal of Franchise Management
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• v.12 no.3
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• pp.35-46
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• 2021

Purpose: The hotel industry needs a leader who can actively demonstrate leadership to respond to and accept changes in the organization in a highly competitive and fast-changing environment. Therefore, the role of leaders who instill clear vision and goals of the organization in their members, listen to their opinions, and empathize is paramount. Leaders should encourage successful organizational activities based on active participation by employees and create the best environment for working with a sense of mission and responsibility. This study aims to identify the relationship between empathy leadership and job engagement as a result variable of team cohesion in the hotel culinary department and conduct empirical studies on the role of empathy leadership and job engagement. Research design, data, and methodology: The data were collected from employees who work in culinary department at a five-star franchise hotel located in the Seoul metropolitan area. Because it is difficult to conduct a survey through face-to-face contact with employees due to the COVID-19 pandemic, the online survey was conducted from February 1 to February 28, 2020. A total of 330 questionnaires through online were distributed and 268 employees completed the survey, yielding a response rate of 81%. Of the 268 returned responses, 27 responses were not usable due to missing information. Thus, a total of 241 responses were used for analysis. Results: The study results are as follows. First, it has been shown that the empathy leadership of culinary department in hotel companies has a significant positive impact on the job engagement. Second, it has been shown that job engagement has a significant positive effect on members' team cohesiveness. Third, empathy leadership of hotel companies' culinary department has a significant positive impact on members' team cohesiveness. Fourth, job engagement has a significant positive (+) mediating effect in the relationship between empathy leadership and team cohesiveness in culinary department. Conclusion: This study supports the theory that an emotional and empathic leader's behavior or ability can change the effectiveness or atmosphere of a rapidly changing hotel culinary team organization by presenting a research model on the effect of empathic leadership on job engagement and team cohesiveness. And hotel chefs should be more aware of the importance of empathic leadership and make them a human resource of the organization through formal and informal communication with culinary employees.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.495-507
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• 2020

The paper examines the determinants of employee engagement in the not-for-profit organization (NFPO) sector. A structured questionnaire survey of 205 NFPO employees in Vietnam was employed, preceded by in-depth interviews with NFPO associates and managers. After a multiple regression analysis to study the impact of five independent variables on one dependent variable, the study reveals that Work design and Work-life balance are positively and significantly associated with employee engagement. Of which, Work design is measured by the level of job fit, job autonomy, job challenge, and job meaningfulness. On the other hand, Work-life balance involves measurement aspects consisting of how reasonable the workload is and organizational support. Meanwhile, different from the business world, Leadership, Learning and Development, and Recognition do not show statistically positive impacts on employee engagement in NFPOs. Still, they are crucial back-supporting factors to ensure employee experience at work. Further, the study finds that personal growth contributes a great part to keep employees in the sector motivated. This paper brings the area of study to the forefront in an effort to benefit the practice of human resources management in NFPOs as well as support employees in the sector with a higher quality working experience.

• Management & Information Systems Review
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• v.33 no.2
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• pp.81-100
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• 2014

Studies on Appreciative Leadership have recently started in Korea as well. A leader in Appreciative Leadership is defined as a person who can effectively handle a mixture of various styles of leadership and suggest advice and future directions (Withney and Trosten-Bloom, 2010). Also, Appreciative Leadership can be explained as one way of appreciative leadership behavior which enables constructive accomplishment of mutually creative tasks for future through growth based on individuals' strengths, as well as a shared value system with organizational goals for all (Withney and Trosten-Bloom, 2010). Appreciative Leadership leads members of an organization toward positive inquiries and open discussions so that they become fully engaged in the organization while Appreciative Leader motivates and inspires his/her members and enables them to feel that they are of value to the organization. Study results show that Inspiration among sub factors of Appreciative Leadership has a positive impact on employees' engagement in the organization and their tasks while Inquiry positively influences in employees' organizational engagement.

• Asian Journal of Innovation and Policy
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• v.11 no.3
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• pp.363-396
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• 2022

This study focuses on the happiness of the generation MZ of innovative enterprises, which are evaluated as the driving force of economic growth at a time when the value of happiness is emerging. Happiness is related to the prosperity and performance of the organization. However, MZ generation office workers, who account for 45% of the economically active population, are considered unhappy at work. Therefore, this study attempted to explore the preceding factors (organizational factors, relationship and communication factors, and personal factors) of happiness for the generation MZ of innovative enterprises and to examine the effect of happiness on employee engagement. For the study, 300 usable responses were collected from generation MZ working in innovative enterprises through an online survey. Research hypotheses and research questions were verified using SPSS 26.0 and AMOS 23.0. As a result, it was confirmed that procedural justice among the organizational factors, rewarding co-worker/supervisor relationship among the relationship/communication factors, and personal factors (meaningfulness of work, personal accomplishment) positively affected the MZ generation's workplace happiness. In particular, the meaningfulness of work, which corresponds to personal factors, exerted the most significant influence. In addition, in the case of happiness at the workplace, there was a positive effect on employee engagement, which was stronger in organizational engagement than in job engagement. As a result of examining the structural relationship between variables used in the study, it was found that procedural justice, rewarding co-worker/supervisor relationships, the meaningfulness of work, and personal accomplishment positively affected employee engagement through happiness. Through research, the importance of happiness at the workplace was suggested by systematically reviewing the preceding variables of happiness at the workplace and grasping the positive effects of happiness. In addition, the management measure of generation MZ employees of innovative enterprises was discussed, the necessity of research on happiness at the workplace was emphasized, and follow-up studies were proposed.