• Journal of Home Health Care Nursing
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• v.26 no.2
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• pp.145-154
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• 2019

Purpose: This study was conducted to identify and analyze organizational commitment, patient safety culture, and patient safety nursing activities on patient safety in public hospitals. Methods: The data were collected from 190 nurses in 6 public hospitals within the Gyeonggi region and were analyzed using SPSS 23.0 for descriptive statistics and multiple regression. Results: Patient safety nursing activity was positively correlated with the number of participants in patient safety training programs, organizational commitment, and patient safety culture awareness. Patient safety culture awareness was positively correlated with the number of participants in patient safety training programs and organizational commitment. Organizational commitment was positively correlated with age and total work experience. Factors affecting patient safety activities, frequency of patient safety training, and patient safety culture awareness were significant influencing factors with an explanatory power of 30.1%. Conclusion: In order to increase patient safety nursing activities in public hospitals, systematic patient safety training policies are required. In addition, diverse interventions are required to increase organizational commitment.

• Journal of Korean Academy of Nursing Administration
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• v.4 no.1
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• pp.193-214
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• 1998

The purpose of the present study was to examine the causal model of nurses' organizational commitment. Based on literature review and Fishbein's behavioral intentions model ((Fishbein. 1967: Fishbein & Ajzen. 1975). the organizational commitment was conceptualized within a motivational framework that mediate between antecedents variables and outcome variables. Antecedent variables were pay, promotional chances. continuing education opportunity. rigidity of the administration. paticipative decision making, latitude, group support, role conflict, work load, need for achievement. experience and pride for professional nursing. Outcome variable was turnover intention. The subjects were 373 nurses who were working at 2 large general hospitals located in Seoul. It represents a response rate of 94%. Data for this study was collected from August 29 to September 22 in 1997 by Questionnaire. Path analysis with LISREL 7.16 prigram was used to test the fit of the proposed conceptual model to data and to examine the causal relationships among variables. The result showed that both the proposed model and the modified model fit the data excellently. It needs to be notified, however. that path analysis can not count measurment errors: measurement error can attenuate estimates of coefficient and explanatory power. Nontheless the model revealed considerable explanatory power for organizational commitment (58%), pride for professional nursing (50%) and turnover intention(40%). In predicting nurses' organizational commitment, the findings of this study clearly demonstrated 'the pride for professional nursing' might be the most important variables of all the antecedent variables. Group support, role conflict, need for achievement were also found to be important determinants for the organizational commitment and turnover intention, The result showed experience might be a predictor for 'pride for professional nursing' and 'turnover intention' but not 'organizational commitment', 'Rigidity of the administration' and latitude were also found to have important roles in predictingr the organizational commitment, while participative decision making might have an impact on turnover intention. On the other hand promotional chance had an influence on all the outcome variables, while pay only on turnover intention. In predicting turnover intention, the result clearly revealed 'the pride for professional nursing' and 'organizational commitment' might be the most powerful predictors among all the variables. Theses results were discussed, including directions for the future research and practical implications drawn from the research were suggested.

• Journal of Korean Academy of Nursing Administration
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• v.4 no.1
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• pp.183-214
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• 1998

The purpose of the present study was to examine the causal model of nurses' organizational commitment. Based on literature review and Fishbein's behavioral intentions model ((Fishbein, 1967;Fishbein & Ajzen. 1975), the organizational commitment was conceptualized within a motivational framework that mediate between antecedents variables and outcome variables. Antecedent variables were pay, promotional chances, continuing education opportunity, rigidity of the administration, paticipative decision making, latitude, group support, role conflict, work load, need for achievement, experience and pride for professional nursing. Outcome variable was turnover intention. The subjects were 373 nurses who were working at 2 large general hospitals located in Seoul. It represents a response rate of 94%. Data for this study was collected from August 29 to September 22 in 1997 by Questionnaire. Path analysis with LISREL 7.16 prigram was used to test the fit of the proposed conceptual model to data and to examine the causal relationships among variables. The result showed that both the proposed model and the modified model fit the data excellently. It needs to be notified, however, that path analysis can not count measurement errors; measurement error can attenuate estimates of coefficient and explanatory power. Nontheless the model revealed considerable explanatory power for organizational commitment (58%). pride for professional nursing (50%) and turnover intention(40%). In predicting nurses' organizational commitment. the findings of this study clearly demonstrated 'the pride for professional nursing' might be the most important variables of all the antecedent variables. Group support. role conflict, need for achievement were also found to be important determinants for the organizational commitment and turnover intention. The result showed experience might be a predictor for 'pride for professional nursing' and 'turnover intention' but not 'organizational commitment'. 'Rigidity of the administration' and latitude were also found to have important roles in predictor for the organizational commitment, while participative decision making might have an impact on turnover intention. On the other hand promotional chance had an influence on all the outcome variables, while pay only on turnover intention. In predicting turnover intention, the result clearly revealed 'the pride for professional nursing' and 'organizational commitment' might be the most powerful predictors among all the variables. Theses results were discussed, including directions for the future research and practical implications drawn from the research were suggested.

• Journal of International Area Studies (JIAS)
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• v.22 no.3
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• pp.133-164
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• 2018

What is the impact of intercultural understanding and communication on a 'foreign' company's performance? We suggest that a firm's localization is a bilateral process requiring mutual understanding and respect of the foreign and indigenous cultures. To assess this argument, we investigate the relationship between mutual understanding (measured by power distance, communication satisfaction, and cross-cultural understanding) on organizational performance at Korean firms employing Indonesian workers in Indonesia. Survey and statistical results indicate that firm performance was negatively affected by power distance and positively affected by cross-cultural understanding. The results suggest a new perspective on enhancing the organization's performance for overseas operations. While it is necessary for Korean investors to understand local culture, educating local managers on Korean culture better enhances organizational performance.

• Journal of dental hygiene science
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• v.17 no.6
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• pp.516-522
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• 2017

The purpose of this study was to identify the effect of dental hygienists' perceptions of dental organizational culture and professional identity on organizational commitment. A survey was conducted with 310 dental hygienists working in dental hospitals and dental offices. If dental hygienists experience organizational cultures as having different degrees of organizational commitment, then the type of organizational culture and commitment may be important variables in understanding and reducing the turnover rate of dental hygienists and improving workplace performance. Efforts to form a healthy and positive organizational culture may therefore be necessary. The organizational culture most recognized by the dental hygienist was hierarchical culture (3.39) and the least recognized was task-orientated culture (2.71). The professional identity of the dental hygienist was 3.75 and the organizational commitment was 2.98. Correlation analysis was conducted to investigate the relationship between dental organization culture type, professional dental hygienist identity, and organizational commitment. As a result, professional identity and organizational commitment showed positive(+) correlation with innovation oriented culture and relationship oriented culture. Among the organizational culture types, relationship-orientated culture (p<0.001) and innovation-orientated culture (p=0.006) were significant influences on organizational commitment, and professional identity did not have a significant influence. The regression model was found to be statistically appropriate (F=11.857, p<0.001) and the model explaining power was 14.9%. These results suggest that efforts to create a relationship-orientated culture and an innovation-orientated culture and to reduce the hierarchical culture can be a strategy to enhance the organizational commitment and the professional identity of dental hygienists.

• Journal of Convergence for Information Technology
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• v.10 no.2
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• pp.63-69
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• 2020

The purpose of this study examine to identify the mediating Organizational citizenship behavior in the relation Authentic leadership and Organizational support. Data were collected by self-report questionnaires targeting 229 caregiver in Daegu city and Gyeongsangbuk-do city. Data were analyzed with SPSS/PC ver. 21.0 programs. There were significantly positive correlations between toward the Organizational citizenship behavior, Authentic leadership and Organizational. As a result of analyzing the main factors the level of care performance for authentic leadership and Organizational support to be significant explanatory variables and this model's explanatory power was 50.0%. Therefore, it is necessary required to improve the Organizational support and leader's authentic leadership for the nursing work performance.

• Journal of the Korean BIBLIA Society for library and Information Science
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• v.32 no.3
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• pp.285-304
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• 2021

The study has a purpose of understanding the factors that affect the oranizational commitment of the employees working in the libraries for visually impaired. To do this, the study chose personal background, emotional labor, role, job characteristics, organizational culture and organizational justice and attempted to find out how these factors affect the oranizational commitment. As a research method, mixed study method was used where quantitative analysis was complemented by qualitative analysis. For quantitative analysis, statistical analysis was conducted using the retrieved questionnaires. For qualitative analysis, the researcher had a one-on-one talk with the experts and employees who want to participate using an interview note was recomposed based on the survey responses. In the study results, emotional labor, job characteristics, organizational culture and organizational justice was proven to have influence on job engagement. To improve the job engagement, autonomy should be guaranteed by minimizing the organizational intervention to the assigned works and expanding the discretionary power. Furthermore, intensive management of the employees' emotional labor and fair process regarding the work performance is highly important.

• Proceedings of the Korean System Dynamics Society
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• 2002.02a
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• pp.19-40
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• 2002

The intent of this study is to develop system dynamics model for assessment of organizational and human factors in nuclear power plant which can contribute to secure the nuclear safety. Previous studies are classified into two major approaches. One is engineering approach such as ergonomics and probability safety assessment(PSA). The other is social science approach such like sociology, organization theory and psychology. Both have contributed to find organization and human factors and to present guideline to lessen human error in NPP. But, since these methodologies assume that relationship among factors is independent they don't explain the interactions among factors or variables in NPP. To overcome these limits, we have developed system dynamics model which can show cause and effect among factors and quantify organizational and human factors. The model we developed is composed of 16 functions of job process in nuclear power, and shows interactions among various factors which affects employees' productivity and job quality. Handling variables such like degree of leadership, adjustment of number of employee, and workload in each department, users can simulate various situations in nuclear power plant in the organization side. Through simulation, user can get insight to improve safety in plants and to find managerial tools in the organization and human side. Analyzing pattern of variables, users can get knowledge of their organization structure, and understand stands of other departments or employees. Ultimately they can build learning organization to secure optimal safety in nuclear power plant.

• 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.

• Journal of the Health Care and Life Science
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• v.11 no.2
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• pp.331-340
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• 2023

This descriptive study is aimed at examining the effects of the person-environment fit of general hospital nurses on organizational commitment and career commitment. Data was collected by conducting a questionnaire survey of nurses in four general hospitals in Gyeongnam from February to March 2023, and 210 responses were analyzed using the statistical software SPSS 21. The research results are as follows: Person-job fit and person-organization fit were found to be significant influencing factors on organizational commitment, with an explanatory power of 48.5%. For career commitment, person-job fit, person-organization fit, and person-supervisor fit of the person-environment fit all emerged as significant influencing factors, with an explanatory power of 57.5%. Since person-organization fit has the highest impact on both organizational commitment and career commitment, nursing managers should prioritize the consideration of relevant factors in personnel management.