• The Journal of the Convergence on Culture Technology
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• v.7 no.1
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• pp.111-116
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• 2021

Frequent restructuring of the organization according to the rapidly changing business environment, and increasing of employment insecurity made the employees have a cynical attitude toward the organization. The organizational cynicism is believed to hinder the supportive climate and negatively affect organizational effectiveness. This paper analyzed the effects of the cynicism of employees on the supportive climate and organizational effectiveness. Data were collected through questionnaire instruments from 172 employees of a public service. To test the hypothesis, structural equation modeling was employed. The analysis results showed that the supportive climate had a positively significant effect on the organizational effectiveness. And the organizational cynicism had a negative effect on the supportive climate. Finally, cynicism had a negative indirect effect on organizational effectiveness through a organizational climate.

• Journal of Industrial Convergence
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• v.7 no.2
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• pp.59-72
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• 2009

This study analyzes influence factors on ethical behavior in organizational member and organizational effectiveness. in business ethics contexts. To achieve this research objective reviewed the academic literatures and institutional polices related to business ethics. Especially, this study focused on the relationship between influence factors and effectiveness in business ethics.

• Proceedings of the Korea Contents Association Conference
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• 2006.05a
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• pp.103-108
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• 2006

The purpose of this paper is to study of improve the organizational performance and survival with the changes of the circumstances or in pursuit of improving the organizational effectiveness through the learning organization, the organizational culture was inspected with the condition precedent of the learning organization. The result of this empirical study is summarized as followings. First, The learning organization has a positive effect on the organizational effectiveness. The knowledge and experience accumulated by the learning organization improve the official satisfaction. Second, in the organizational culture of the learning organization, developmental and rational culture has positive effect on the learning organization, but hierarchical and group culture has no effect on the learning organization. Therefore, To establish the learning organization through the organizational learning, all managers realize the importance of developmental and rational culture because the organizational effectiveness is significant when the organization change is new.

• The Journal of Information Systems
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• v.10 no.2
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• pp.165-192
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• 2001

Knowledge Management (KM) is the systematic, explicit, and deliberate building, renewal, and application of knowledge to maximize an enterprise's knowledge-related effectiveness and performance from its knowledge assets. KM applies systematic approaches to find, understand, and use knowledge to create new capabilities, solve problems, enable superior performance, and encourage innovation. The purpose of this research is to identify the relationship of KM capabilities (KM infrastructures and KM processes) and organizational effectiveness and performance. An empirical research of the relationship of knowledge management capabilities and organizational effectiveness and performance is conducted from the information systems and knowledge management literature in order to access the following questions: (1) Does the knowledge management infrastructure contribute to the organizational effectiveness and peformance? (2) Does the knowledge management process contribute to the organizational effectiveness and peformance? The research design employs a mail survey questionnaire for gathering data from 500 firms in a number of industries. From a mail survey of 61 top managers of knowledge management, the results of empirical analyses provide the following major findings: (1) While the external effectiveness of organization is influenced by the cultural infrastructure of knowledge management, the overall performance of organization is influenced by the structural infrastructure of knowledge management. (2) While the external effectiveness of organization is influenced by the application and protection processes of knowledge management, the overall performance of organization is influenced by the knowledge acquisition process of knowledge management.

• Journal of the Korean Society for Library and Information Science
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• v.31 no.2
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• pp.139-175
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• 1997

This study attempts to assess university library organizational effectiveness and to develop an instrument to measure the construct. Major findings of the study are as follows. First, organizational effectiveness criteria can be reduced to fifteen factors. Second, four distinct clusters of libraries are identified, each showing a unique effectiveness profile. Third, there are significant differences in dimensions of organizational effectiveness according to the number of users, full-time staff, unit and position to which respondents belong. The investigation shows that organizational effectiveness of university libraries is, indeed, a multidimensional construct, implying that no single measure of effectiveness Is sufficient to describe an organization.

• Korea Journal of Hospital Management
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• v.15 no.3
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• pp.97-122
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• 2010

This research investigated the effect of leadership on organizational effectiveness in the public hospital. As a result of multi-regression analysis based on the data of 384 employees in 5 public hospitals in Korea, transformational leadership positively affected organizational commitment and job satisfaction. Transformational leadership had a significantly negative effect on turnover intention. Transactional leadership had a significantly positive relationship with organizational commitment and job satisfaction. This study has means that was first analysed relationship between the leadership style and organizational effectiveness of public hospital in Korea. The difference that demographic variables have on organizational commitment, job satisfaction, and turnover intention examined. Variables like gender and type of occupation have a significant difference.

• The Journal of the Korea Contents Association
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• v.6 no.7
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• pp.42-49
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• 2006

The purpose of this paper is to study of improve the organizational performance and survival with the changes of the circumstances or in pursuit of improving the organizational effectiveness through the learning organization, the organizational culture was inspected with the condition precedent of the learning organization. The result of this empirical study is summarized as followings. First, the learning organization has a positive effect on the organizational effectiveness. The knowledge and experience accumulated by the learning organization improve the official satisfaction. Second, in the organizational culture of the learning organization, developmental and rational culture has positive effect on the learning organization, but hierarchical and group culture has no effect. on the learning organization. Therefore, to establish the learning organization through the organizational learning, all managers realize the importance of developmental and rational culture because the organizational effectiveness is significant when the organization change is new.

• The Journal of the Korea Contents Association
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• v.13 no.8
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• pp.292-300
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• 2013

This study was to investigate the level of oragnizational culture and self-leadership on organizational effectiveness and the significant factors influencing organizational effectiveness in radio-technologists. The dominant organizational culture was innovation oriented culture. The mean score of self-readership score was 3.35 out of a maximum 5 points. organizational commitment was statistically significant with age, place of work, relational culture, hierarchial culture, self-goal establishmental leader ships. job satisfaction was statistically significant with marital status, realational culture, self reward leaderships, self-goal establismental lederships. these results suggest that further development should be continued to develop the effective self-readership and organizational culture to improve the organizational effectiveness of radio technologists.

• Journal of Technologic Dentistry
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• v.40 no.2
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• pp.83-96
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• 2018

Purpose: The purpose of this study was to examine the influence of dental technicians sense of work ethics on their organizational effectiveness such as job satisfaction and organizational citizenship behavior. Methods: A self-administered survey was conducted from August 25 to September 15, 2017, on 220 selected dental technicians. The collected data were analyzed by SPSS Win 19.0. Statistical data on frequency and percentage were obtained, and t-test, one-way ANOVA, correlation analysis and regression analysis were carried out. Results: When the subjects' sense of work ethics was analyzed, there were significant differences according to their field of work, position, dental technician career and monthly income(p<.05). Their average score in the items about a sense of work ethics was 3.80, which was a high score. As a result of analyzing the organizational effectiveness of the dental technicians, there were significant differences according to their field of work, position, dental technician career and monthly income(p<.05). The average score in job satisfaction items was 3.14, and that in organizational citizenship behavior items was 3.55. Conclusion : As a result of research, the above-mentioned findings of the study imply that as for the correlation between a sense of work ethics and organizational effectiveness, a better sense of work ethics led to better organizational effectiveness, as every variable had a significant positive correlation with each other. In addition, interpersonal relationships were identified as the factor that exerted the largest influence on both of job satisfaction and organizational citizenship behavior.

• 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.