• Korean Journal of Occupational Health Nursing
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• v.20 no.3
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• pp.308-318
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• 2011

Purpose: This study was conducted to identify the level of emotional labor, social support, and depressive symptoms of nurses, and the relationships among them. Methods: The data were collected from 314 nurses. Surface and deep-acting scales of the Emotional Labor Scale (ELS), the personal resource questionnaire, the organizational support scale, and the Korean version of the Center for Epidemiologic Studies Rating Scale for Depression (CES-D) were used. Collected data were analyzed by descriptive statistics, t-test, ANOVA, and Scheffe test. Results: Fifty six percent of total subjects had mild or major depressive symptoms. As the level of surface-acting of ELS was higher, so was the level of depressive symptoms, while as the level of individual and organizational support was higher, the level of depressive symptoms was lower. Conclusion: It is necessary to provide organizational-level support and to manage surface-acting in order to prevent the nurses' depressive symptoms. In particular, for the nurses who show relatively higher level of depressive symptoms; who are in 20s and have short employed years or not married, it is urgently required to be provided depressive symptoms management programs that targeted for those nurses.

• Culinary science and hospitality research
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• v.16 no.4
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• pp.53-63
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• 2010

This study intends to examine the effect of hotel culinarian's psychological ownership based upon social exchange relations on his job satisfaction and organizational commitment. There are main results in this research focusing on deluxe hotel restaurants culinarian's in Seoul. The results of analyzing the data obtained from an empirical analysis were as follows: First, the more they perceive team-membership exchange relations and organizational support, the higher rises their psychological ownership. Second, the mire they perceive organizational support, the higher goes their job satisfaction. Third, the more they perceive team-membership exchange relations, leader-membership exchange relations and organizational support, the more they commitment themselves to their organizations, Fourth, the mopre they have psychological ownership, the higher increases their job satisfaction. Fifth, the mire they have psychological ownership, the higher rises their organizational commitment.

• Journal of Digital Convergence
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• v.20 no.5
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• pp.453-461
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• 2022

This study designed a research model to analyze the relationship between organizational commitment and work performance for outsourcing workers. The path relationship was analyzed using the PLS-SEM of the sample collected through the survey. As a result of the study, organizational support perception had a direct effect on the work performance of outsourcing workers, and the company commitment and customer company commitment had a mediating effect. In addition, it was confirmed that the workers showed dual commitment to the company and the customer company, and the organizational commitment to both companies was complementary. It was also suggested that the outsourcing company's organizational support activities are more important for improving the work performance of workers.

• The Journal of the Korea Contents Association
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• v.13 no.10
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• pp.495-510
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• 2013

The purpose of this study was to explore the effects of work rewards on the organizational effectiveness including mediator role of self-efficacy, and also the work rewards was divided into three categories of task rewards, organizational rewards and social rewards, organizational effectiveness into two categories of organizational commitment and job satisfaction. Research findings are follows; First, job diversity and job challenge of task rewards, payment of organizational rewards, superior support of social rewards have a positive influence on organizational commitment. Second, job diversity, job challenge and job autonomy of task rewards, superior support of social rewards have a positive influence on job satisfaction of finance public enterprise employees. Third, tested mediator role of selt-efficacy between work rewards and organizational effectiveness, and found out moderating roles between work rewards and organizational commitment, but its role between organizational rewards and job satisfaction was found only in job stability of organizational rewards. In terms of the results of this study, the theoretical and practical implications of the findings were discussed and directions for future research were presented.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.15 no.3
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• pp.191-206
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• 2020

Although several studies have been conducted on unification and the life of North Korean refugees, there have been few studies comparing the characteristics of North Korean refugees with South Korean workers, in terms of human resources in business administration. By considering the limitations of these prior studies, this study analyzed whether there are differences in factors affecting organizational commitment and turnover intention through a group comparative analysis between North Korean refugees and South Korean workers. For a comparative analysis between the two groups, we recruited 145 workers from North Korea and 213 South Korea-born workers. We found the following results with a multi-group structural equation model. We confirmed the measurement homogeneity by ensuring that both groups were equally aware of the measurement tools affecting organizational commitment and turnover intentions. As a result of testing the homogeneity of measurement, we also confirmed that there was a significant difference in optimism between the two groups; optimism affects organizational commitment and among social supports, affectionate support and interaction support affect organizational commitment. Analyzing the path between the two groups, we first were able to find that optimism influenced organizational commitment for both groups, in relation to positive psychological capital. However, in terms of degree, South Korean workers were found to be strongly affected. Second, with regard to social support, we were not able to find that affectionate support and interaction support have a significant impact on organizational commitment for South Korean workers, while for North Korean refugees, we confirmed that both supports have a significant impact. Third, we were unable to find any differences between the two group, in terms of other sub-components of positive psychological capital (self-efficacy, hope, and resiliency) or the sub-components of social support (informational support, tangible support). These results suggest that companies or managers employing North Korean refugee workers need to create an organizational environment that allows them to perceive social support, especially affectionate support and interaction support.

• Journal of the Society of Disaster Information
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• v.14 no.4
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• pp.480-491
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• 2018

Purpose : This study aims to suggest social support composed of organizational support and managerial support would be systematically managed to enhance Disaster Operations Management at Seoul Emergency Operations Center. Method : Emotional labor was used as an independent variable, and organizational commitment was used as a dependent variable to analyze the mediating effects of social support. Results : First, in the aspect of organizational support, the objective evaluation of disaster situation management, disaster situation management emotional labor reduction education and training program development, monitoring of disaster situation management, quality improvement and work imbalance mitigation of firefighters, and emergency coordination managers are needed for systematic work management for emotional labor settlement. Secondly, it is necessary to select competent firefighters in the level of managerial support, to prepare healing measures for structured phased emotional labor for firefighters, and to have counseling competency for managers for emotional labor firefighting officers. Conclusion : In order to improve disaster management ability, education and training programs should be developed to improve organizational commitment based on social support.

• Korean Journal of Culture and Social Issue
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• v.21 no.4
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• pp.617-647
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• 2015

The purposes of this study was to develop a valid scale measuring organization-related anxiety and to use this scale to examine the relation of organizational anxiety to demographic variables, job satisfaction and organizational committment. A series of studies were conducted to develop a scale for organizational anxiety. Initially, the 97 items were adopted by expert ratings. A exploratory factor analysis with a sample of 435 workers yielded a preliminary version of organizational anxiety scale with 28 items. Subsequently, a confirmatory factor analysis was conducted with a sample of 566 workers, leaving 20 items. The final version of the organizational anxiety scale consisted of 4 sub-factors: perception of future uncertainty, perception of locus of control, interpersonal anxiety, and perception of alternatives. In this study, the examined demographic characteristics included sex, age, type of occupation, type of industry, occupational position, monthly income and educational level. Organizational effectiveness was composed of job satisfaction and organizational commitment. As mediators, organizational culture, life satisfaction, self efficacy, and social support were explored. The negative relationship was observed between organizational anxiety and organizational effectiveness. The results showed the significant differences in organizational anxiety by demographic characteristics. The mediators were explored for the relationship between organizational anxiety and job satisfaction and between organizational anxiety and organizational commitment. The negative relationship between organizational anxiety and job satisfaction was mediated by the group culture, the developmental culture, the rational culture, life satisfaction, self-efficacy, and social support. Individuals with the higher level of these mediators reported greater job satisfaction even if they experienced organizational anxiety. The partial mediation effect of the group culture, the developmental culture, the rational culture, life satisfaction, and social support was observed on the negative relationship between organizational anxiety and organizational commitment. These results implies that job satisfaction and organizational commitment can be improved with the interventions on organizational cultures, self-efficacy, and social support despite the presence of organizational anxiety. Based on these results, the implication and limitations of this study and the directions for future research discussed.

• Safety and Health at Work
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• v.7 no.4
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• pp.354-362
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• 2016

Background: The present study aims at investigating whether and how (1) job demands and job resources are associated with work-to-private-life interference (WLI) and (2) job resources moderate the relationship between job demands and WLI. Methods: Data were collected by a self-report questionnaire from three hospitals in Italy. The sample consisted of 889 health-care workers. Results: All job demands (i.e., quantitative demands, disproportionate patient expectations, and verbal aggression) and job resources (i.e., job autonomy, support from superiors and colleagues, fairness, and organizational support), with the exception of skill discretion, were related to WLI. The effects of quantitative demands on WLI were moderated by support from superiors; fairness and organizational support moderate the effects of all job demands considered. Support from colleagues moderated only verbal aggression. Job autonomy did not buffer any job demands. Conclusion: The present study suggests that the work context has a central importance in relation to the experience of WLI among health-care workers. The results indicated that intervention in the work context may help to contain WLI. Such interventions would especially be aimed at improving the social climate within the unit and quality of the organizational process.

• The Journal of Information Systems
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• v.15 no.1
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• pp.73-96
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• 2006

Recently, ERP system is used as a important tool of management innovation for enterprise's survival and development. It is very important to recognize how much influence to organizational performance through ERP system implementation. The purpose of this study is to find out the impact of environmental, organizational, information systems characteristics on successful implementation of ERP systems in Korean SMEs(Small and Medium Enterprises). From previous researches on ERP adoption and implementation, 7 independent variables (competitiveness, government support, top management support, process innovation, project management, IS maturity, and ERP customizing), and 1 dependent variables (successful implementation of ERP systems) are identified. 3 questionnaires were removed from the study because of missing or inappropriate responses, and final samples are 91 SMEs. The results of hypothesis testing show that determinants of successful implementation of ERP systems are top management support and IS maturity. Five variables such as competitiveness, government support, process innovation, project management, and ERP customizing do not significantly influence to successful implementation of ERP systems. The contribution of this study is that it provides an empirical evidence of the causal relationship between ERP adoption factor and ERP success. This study showed that top management support and IS maturity are essential to accomplish successful ERP implementation for SMEs.

• Journal of Information Technology Services
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• v.9 no.2
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• pp.129-149
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• 2010

Although many organizations have implemented and used ERP systems for years, industry reports point out that the usage level does not reach their expectation. As a result, they do not enjoy the benefits from the investment into ERP systems. This study attempts to develop a research model and test the model empirically for identifying factors that affect the usage of an ERP system at a public organization. This study has classified potential factors into three groups of technical system characteristics (usability, usefulness), organizational support characteristics (operational support, education and training, evaluation and measurement), and user characteristics (organizational citizenship, self-efficacy). Then, a structural equation model has been established on the basis of previous literature and tested with empirical data. In summary, this study has found that self-efficacy, usefulness, and operational support have an effect on the ERP usage. Self-efficacy is the strongest factor; Usefulness is the second; and the third is operational support. On the contrary to the previous literature, this study has not found a significant effect of organizational citizenship on the usage. The result confirms that an organization can increase the ERP usage by improving the usefulness of an ERP system to some extent. However, to boost the usage further, the result implies that organizations need to strengthen the self-efficacy of their members by reinforcing operational support, providing education and training steadily, and establishing an evaluation mechanism in relation with the ERP usage.