• Korea Journal of Hospital Management
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• v.18 no.4
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• pp.131-144
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• 2013

The purpose of this study is to analysis factors affecting workers' knowledge sharing intention in a hospital. This study is based on personal factors such as perceived incentives, perceived reciprocal benefits, perceived behavioral control, and subjective norm. Also, there are organizational factors such as organizational climate, CEO's support, rewards system, trust, and IT system. Data were assessed using 107 employees who work at C university hospital in Chunkcheong-do and collected with self-administered questionnaires from April 1 to 13 in 2013. This study was analyzed SPSS 18 by using frequency and multi regression analysis. The results of the study were as follows. First, knowledge sharing intention among personal factors was statistically significant in perceived behavioral control. Second, the awareness of knowledge sharing intention among organizational factors was turned out to be positive effect for CEO's support and trust. This study was identified a couple of factors affecting knowledge sharing intention between personal and organizational factors. The the implications of these factors are discussed and areas for developing hospital management strategies are fostered knowledge sharing.

• Journal of Industrial Convergence
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• v.7 no.1
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• pp.83-100
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• 2009

The purpose of this study was to investigate the influence of Perceived Organizational Support(POS) and on Organizational Citizenship Behavior through Organizational Commitment(OC). In order to attain the objectives of this study, a model was established and hypothesis was verified on the basis of preceding studies. In a model proposed for this study, POS was used as antecedents to OC while OCB was used as consequences for OC. The sample included 387 employees. Structural equation modeling(SEM) was used to employed the hypothesized relationships in the conceptual model. Results indicated that (a)POS has a positive impact OC; (b)affective OC has a positive impact OCB; (c)continuance OC has a negative(or zero) impact QCB. Implications are discussed and future research directions are outlined.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.657-666
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• 2021

The aim of this study is to test the direct relationship and the indirect relationship of the perceived organizational support to lecturers' research motivation through "expectation" factor (belief in ability). The subject of the study is lecturers who are teaching and researching in the fields of economic, management and business administration at universities in Vietnam. The questionnaires were directly sent to lecturers at scientific conferences, sent out via e-mail and Facebook, the questionnaires were designed on google docs and directly sent to the lecturers. The detailed sample includes 475 respondents. The results of a quantitative analysis with a research sample of 475 lecturers in economics universities in Vietnam show that it is impossible to separate between lecturers' research ability and motivation. Lecturers with increased expectation (in terms of capability) also have increased research motivation, and vice versa. At the same time, the research also affirms the role of perceived organizational support, which not only has a direct positive impact on research motivation, but also increases expectation, thus, indirectly influence research motivation. This suggests that the solution for managers who want to improve research motivation by having measures to increase the expectation for the lecturers through various forms of organizational support.

• Journal of Industrial Convergence
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• v.21 no.1
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• pp.43-53
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• 2023

In China, enterprises are increasingly shifting the focus of their reforms toward stimulating the development of organizational effectiveness under the guidance of the long-term planning system. Innovative ideas and constructive suggestions originating internally are likely to inject new vitality into their ongoing development, allowing them to better face new global opportunities and challenges. Therefore, this study verifies the impact of voice endorsement and outcomes for the workers in china and selected perceived organizational support as a mediator variable. Based on theoretical research, this study proposes and tests 6 key research hypotheses using structural equation modeling(SEM). Data were collected from employees in China by the survey method. The analysis results reveal that perceived organizational support plays a mediating role in the relationship between voice endorsement and the outcomes of job satisfaction, job commitment, and job performance except for job stress.

• Management & Information Systems Review
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• v.31 no.4
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• pp.339-362
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• 2012

The purpose of this study is to examine the relationship between LMX, psychological empowerment and organizational commitment and the moderating effect of perceived organizational support. The research was examined using a sample of 305 employees engaged in various industries in Seoul, Gyeonggi and Gangwon provinces and the findings of these studies were as follows: To begin with, findings from the study indicate that the Leader-Member Exchange(LMX) is positively related to organizational commitment. Secondly, the Leader-Member Exchange(LMX) has been proven influential for psychological empowerment and furthermore, the results reveal that psychological empowerment(e.g. self-determination, meaning) has positive impacts on organizational commitment. Finally, it has been identified that the relationship between leader-member exchange and organizational commitment didn't prove to be moderated by perceived organizational support. The contribution and limitation of this research were discussed, and future researches were mentioned.

• Journal of the Korean Society of Safety
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• v.17 no.2
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• pp.100-105
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• 2002

This study proposed and examined a model in which perceived organizational support and leader-member exchange are linked to safety communication safety commitment, and accidents. In addition, a moderating effect of role overload in the relationship between safety communication and safety commitment and that of performance monitoring in the relationship between safety commitment to accidents. Data were collected from 193 workers in a railroad company. The results indicated that the goodness of fitness of the proposed model was acceptable. More specifically, both perceived organizational support and leader-member exchange were significantly related to safety communication and safety communication was, in turn, significantly related to safety commitment which was ultimately related to accidents. Also, the moderating effects of both role overload and performance monitoring were found. Implications of these findings for safety and the possible roles of variables in the organizational level are discussed.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.3
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• pp.171-180
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• 2022

Employee retention is becoming a crucial idea for businesses that aim to improve their performance, resulting in an increasing emphasis on the topic in today's society. Employee retention refers to an organization's ability to retain its employees. The retention of workers may be viewed as a technique used by companies to retain their personnel since it is linked to employer efforts to maintain their staff. Online surveys were initially done between April and July 2021. Furthermore, the study's primary focus was employees of small and medium enterprises. To collect data, the questionnaires were distributed through Google forms. The survey used a snowballing technique because the questionnaires were circulated among the participants. Based on the results, the research found that Perceived Organizational Support (POS) and Perceived Organizational Justice (POJ) mediate the relationship of Value Congruence (VC) and Job Characteristics (JS) and employee retention in the Lebanese Retail Sector. Employees appreciate POS because it satisfies their desires for acceptance, esteem, and connection and offers comfort during times of stress. Employers must give priority to equal effort to ensure equitable treatment for workers at work. By integrating justice and equality in all departments, the performance of workers may be enhanced.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.401-411
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• 2020

Recognizing the vital role of employees in achieving optimal performance and sustainable competitive advantage as expected, organizations need to facilitate high support for employees, implement appropriate leadership styles, and increase affective commitment within the organization. Therefore, the objective of this study is to analyze and explore: (1) the effect of perceived organizational support (POS) on employee performance and affective commitment; (2) the effect of transformational leadership on employee performance and affective commitment; and (3) the effect of affective commitment on employee performance. The covered population in this study were all employees (including managers, supervisors, and functional staff) who worked in the stone milling companies in Central Java, Indonesia. Data obtained in this study were processed statistically employing structural equation modeling (SEM) with the SmartPLS 3 software package. Based on the data analysis results on 103 respondents, this study concluded that POS had a significant effect on affective commitment and employee performance as well as transformational leadership on affective commitment and employee performance. Furthermore, affective commitment also had a significant effect on employee performance. Thus, the results of this study, theoretically and practically, can be used by all parties concerned to improve employee performance and maintain a sustainable competitive advantage.

• Journal of Korea Society of Industrial Information Systems
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• v.20 no.4
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• pp.89-102
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• 2015

The purpose of this paper is to attempt to investigate how emotional labor strategies (i.e. surface acting and deep acting) affect job performance and turnover intention thorough emotional exhaustion. Another important objective of this study was to see whether perceived organizational support (POS) moderates the relationship between emotional labor strategies and emotional exhaustion. Structural equation modeling analysis provided support for the hypotheses from a sample of 225 China department store sales employees. The results revealed that surface acting has a positive influence on emotional exhaustion, whereas deep acting has not significant influence on emotional exhaustion. Second, emotional exhaustion has a negative influence on job performance, whereas it has a positive influence on turnover intention. In addition, the relationship between surface acting and job performance/turnover intention was significantly mediated by emotional exhaustion. Furthermore, perceived organizational supporting mitigated the negative relationship between deep acting and emotional exhaustion. The findings of this study contributed to the literature by identifying the relationship between surface and deep acting on employee outcomes (i.e. emotional exhaustion, job performance, turnover intention), especially in China. In addition, this study also confirmed the important buffering role of POS based on the norm of reciprocity between an organization and its members.

• Journal of Digital Convergence
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• v.19 no.8
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• pp.265-273
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• 2021

The purpose of this study is to analyze the structural relationship between emotional labor, job stress, perceived organizational support and job satisfaction for the health promotion program personnel. The subjects were 126 in charge of the health promotion program. Data were analyzed using SPSS 26.0 and AMOS 23.0 for the independent t-test, ANOVA, Pearson correlation coefficients and structural equation modeling. There were significant differences in emotional labor by age and marital status (p<.05), job stress by religion (p<.01) and job satisfaction by career, religion and marital status (p<.01). The indirect effect of emotional labor on job satisfaction was -0.315, and no direct effect was found. The indirect effect of job stress on job satisfaction was -0.288, and the direct effect was -0.228. The direct effect of perceived organizational support on job satisfaction was -0.507. These results can be used as baseline data to develop alternatives and intervention programs to enhance job satisfaction.