• Korean Journal of Childcare and Education
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• v.6 no.3
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• pp.153-174
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• 2010

The purpose of this research was to investigate the effects of servant leadership, teacher development stage and organizational effectiveness. Subjects in this study were 259 teachers working at kindergartens and child care centers in Seoul and the Capital area of Korea. Servant Leadership Questionnaire(Kim, 2004), Teacher Development Stage Questionnaire(Lee, 2007), Organizational Commitment Questionnaire(Kim, 1998), Job Satisfaction Questionnaire(Kim, 2007), Teacher Job Satisfaction Questionnaire(Noh, 2001), and Job Performance Questionnaire(Kim, 1983) were used. Descriptive statistics, T-tests, Pearson's correlation, and hierarchical regression analysis were performed. Results showed that servant leadership, teacher development stage and organizational effectiveness were highly correlated with one another. Variables of servant leadership and teacher development were significant predictors of organizational effectiveness. Conclusions suggest that organizational effectiveness was multiply determined.

• Korean Journal of Child Education & Care
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• v.18 no.2
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• pp.85-102
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• 2018

The purpose of this study is to determine the working conditions and demands of the assistant workforce at childcare centers, and to provide suggestions on policies for childcare teachers. To achieve the purpose of the study, a total of 190 assistant teachers, nursing helpers, alternative teachers and others were surveyed online during the month of August 2017. The survey examined the employment route and working motives, working conditions and environment, job and educational difficulties for analyzing the work conditions and demands of ancillary staff. For the analysis method, SPSS 12.0 was used to analyze frequency and difference. The main findings are as follows. First, childcare center assistants were able to work at their respective times, making it mandatory for them to enter the workforce, and making job openings for ancillary teachers. Second, 73.7% said the daily working hours were '4 hours to 8 hours' under the conditions and 57.9% said 'More than 510,000 won to less than 1 million won.' Average amount of rest time per day was about 30 minutes, and 17% had no rest periods. Third, based on the job and education status, ancillary personnel performed "infant and child guidance and interaction", "Cleaning and cleanliness related tasks" most actively, and "care for cleaning and cleanliness" and "care for morning and night care". Fourth, in the job trouble and difficulty, ancillary staff found it difficult to satisfy with wage related complaints and job insecurity, and the reason for agreeing to the non-regular workforce becoming a regular worker was found to be due to the stability of employment. Lastly, the most urgent tasks to solve the problem of non-regular workers were to fill the wage gap between regular and irregular workers, shorten the working hours and improve the working conditions. The policy implications are presented based on the above findings.