• 보건의료산업학회지
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• 제7권4호
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• pp.259-272
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• 2013

The purpose of this study is to examine the effects of self-leadership and self-efficacy on organizational performance, or more specifically, job satisfaction, organizational concentration and organizational citizenship behavior and then the effects of hospital organization members' job attitude on organizational performance, helping strengthen capability that individuals of the members have and ultimately improve that performance. Findings of the study can be summarized as follows. First, self-leadership has statistically significant effects on organizational citizenship behavior. Second, self-leadership has statistically significant influences on self-effectiveness, especially job satisfaction and organizational concentration. Third, how self-efficacy influences organizational effectiveness was examined to find that self-efficacy has significant effects on organizational concentration, but not on job satisfaction. Fourth, self-efficacy has no effect on organizational citizenship behavior. Fifth, how organizational effectiveness influences organizational citizenship behavior was investigated to find that effectiveness has statistically significant effects on organizational concentration, but not on job satisfaction.

• The Journal of Asian Finance, Economics and Business
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• 제7권11호
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• pp.1021-1031
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• 2020

This study aims to invest in empirical relationships in a model that becomes the process of Team-Performance due to participation in practical training through causality between Training Effectiveness variables, soft-skill competence, Employee-Creativity, and team performance. This study uses a quantitative approach. The analytical tool used is structural equation modeling (SEM) using AMOS version 23 software. Accidental sampling technique is used to collect the sample. As many as 202 respondents filled up a survey questionnaire with complete and valid answers. This study's results significantly contribute to fill the gap of inadequate empirical evidence that can answer critical questions about the missing link between training and employee-performance, more specifically between training-effectiveness and team-performance. The results showed that practical training would encourage employees' soft-skill competence, improve Employee-Creativity, and improve Team-Performance. Furthermore, training-effectiveness also plays a significant role in enhancing employee-creativity and helping in optimal team-performance. This study also found that the relationship between employee-creativity and team-performance did not show positive and significant results; therefore, empirically, it did not support the hypothesis built in this study. Practical training targeted towards increasing soft-skills and creativity is a fundamental reason which not only aims to contribute toward organizational performance but also provides personal feedback for self-development.

• 한국치위생학회지
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• 제13권5호
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• pp.777-786
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• 2013

Objectives : The purpose of the is to investigate the teaching effectiveness of clinical practice instructors and the satisfaction level of dental hygiene majoring students in clinical practice training. Methods : Subjects were second and third grade 480 dental hygiene majoring students in Seoul and Gangwondo. Except 48 incomplete answers, 438 data were analyzed. Questionnaire consisted of general characteristics, teaching of clinical practice instructors, educational content, organization al skills, leadership, learning environment, evaluation skills and clinical practice satisfaction level. Results : 1. A strong positive correlation (r = 0.832) was found between teaching effectiveness and clinical practice satisfaction. A positive correlation more than 0.50 was found between the clinical practice satisfaction, encouragement and support for teaching effectiveness, educational contents, and leadership. 2. There were significant correlations between the encouragement and support (B = 0.209), educational content (B = 0.199), leadership ability (B = 0.257) and ability to create an environment (B = 0.084), evaluation ability (B = 0.083). Conclusions : Teaching effectiveness of the clinical practice instructors had influences on the clinical practice satisfaction. It is necessary to connect clinical practice instructions with satisfaction towards clinical practice to the students.

• 디지털융복합연구
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• 제15권9호
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• pp.125-135
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• 2017

본 연구는 IT 관련 중소기업 종사자 221명을 대상으로 조직-공중관계성과 외부평판 및 직무만족의 관계를 검토하였다. 이를 위해 SPSS 21 프로그램과 AMOS 21프로그램을 활용하여 탐색적 요인분석과 확인적 요인분석, 상관관계 분석, 신뢰도 분석 및 구조모형분석을 통해 주요 결과를 도출하였다. 본 연구의 핵심결과를 제시하면 다음과 같다. 첫째, IT 관련 중소기업 종사자들의 조직-공중관계성과 외부평판의 관계를 살펴본 결과, 조직-공중관계성은 외부평판에 긍정적인 영향을 미치는 것으로 나타났다. 둘째, IT 관련 중소기업 종사자들의 조직-공중관계성과 직무만족의 관계를 살펴본 결과, 조직-공중관계성은 직무만족에 통계적으로 유의한 영향을 미치지 못한 것으로 나타났다. 셋째, IT 관련 중소기업 종사자들의 외부평판과 직무만족의 관계를 살펴본 결과, 외부평판은 직무만족에 긍정적인 영향을 미치는 것으로 나타났다. 이상의 결과는 IT 관련 중소기업 종사자들의 직무만족을 높여 실질적인 조직효과성을 향상시키는데 필요한 시사점을 제공해줄 수 있을 것이다.

• 한국병원경영학회지
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• 제26권2호
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• pp.43-55
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• 2021

Purposes: In this study, we examined the factors which silenced the organizing members and how the factors affects deprivation of employment about the organization culture, the organizational silence, and the turnover intention. Methodology: In order to research, we carry out a survey on 400 employees of small and medium hospitals. Among them, 321 questionnaires were used for actual analysis, excluding insincere respondents, non-responders or duplicate respondents. In order to verify the hypotheses in this study, we conduct the covariance Structural Equation Model(SEM). Finding: We obtained results using following hypotheses. First, ''The organization culture has an effect on the turnover intention.'' Second, ''The organization culture has an effect on the organizational silence'' Third, ''The organizational silence has a influence on the turnover intention.'' Finally, ''When the organization culture mediates the organizational silence, the adaptation relationship of the ornization effectiveness is different.'', as the key hypothesis, showed that the agreement culture, rational culture, and hierarchical culture of the organization culture type were statistically significant. The organizational silence as a parameter has the partial mediating effects(-) because it has direct and indirect effects. Practical Implications: The results of this study showed that the reason for the organizational silence of the organizing members is that the organization culture by a grade of rank is the largest and these the organizational silence affects the turnover intention.

• 한국병원경영학회지
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• 제20권4호
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• pp.31-49
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• 2015

The purpose of this study is to propose an effective leadership in the hospital management by analyzing the relationship of the effect of the specialty hospital CEO's leadership on the employees' organizational effectiveness as well as the customer orientation, and the mediation effects of the organizational effectiveness on the relation between hospital CEO's leadership and the customer orientation. The questionnaires of the survey targeting the 99 specialty hospitals were collected that 786 copies of them were utilized in analysis. The major outcomes of the research can be summarized as follows. Firstly, transformational leadership of specialty hospital CEO generally has the greater impact on the employees' job satisfaction, organizational commitment and turnover intention than his transactional leadership. Secondly, the most important sub-variable of specialty hospital CEO leadership affecting the organizational effectiveness of the employees are charisma of transformational leadership and contingent reward of transactional leadership. Thirdly, the sub-variable of specialty hospital CEO leadership which has the greatest impact on customer orientation of employees is the active management-by-exception of transactional leadership. Fourthly, the sub-variables in the organizational effectiveness such as job satisfaction, organizational commitment and the turnover intention of hospital employees play mostly the partial mediation role between the customer orientation of employees and the leadership of a specialty hospital CEO. This means that the more the organizational effectiveness of specialty hospital employees improves, the more the customer orientation does. Thus, specialty hospital CEOs need to pay attention to the sub-variables in organizational effectiveness so as to improve the customer orientation of the employees. To explore further the nature of the effect of hospital leadership in the future, apart form the variables of the organization effectiveness used in this study to improve the customer orientation of employees through the leadership of the specialty hospital CEO, the research to identify other factors which have greater influence and explanatory power will be needed.

• 보건의료산업학회지
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• 제1권1호
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• pp.31-44
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• 2007

The purpose of this study is to shed light on the effect of work-family conflict on organizational effectiveness, focusing on the moderating effect of organizational support among married working women of health services organizations. Data were collected from 149 married working women of health services organizations located in Busan Metropolitan areas by structured self-administered questionnaire. Main results of this study is as the following: First, based on the type of work-household conflicts, namely time-based conflict(2.82 points), strain-based conflict(2.81 points) and behavior-based conflict(2.69 points), working women mainly experienced time and strain-based conflicts. The level of work-household conflicts was significantly higher among younger groups, highly educated, nurses, and regular workers. Second, the perceived organizational effectiveness found to be an above-average. Especially scores were high in the subcategories of customer orientation(3.84), followed by organizational commitment (3.42) and job satisfaction(3.19). The level of organizational effectiveness was significantly higher among older groups, medical technician and administrative job holders, day-time workers, and higher income groups. Third, the results of the regression analysis on the effects of work-household conflicts on organizational effectiveness showed that strain-based conflicts have a significant negative effect on organizational effectiveness such as job satisfaction and organizational commitment. Fourth, organizational support found to have a strong controlling effect for strain-based conflicts on organizational effectiveness. Above results imply that practical family-supportive policies for lessening the work-household conflicts is crucial for enhancing organizational effectiveness in health services organization.

• 유통과학연구
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• 제13권6호
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• pp.105-118
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• 2015

Purpose - Currently, strengthening small and medium-sized enterprises (SME) in terms of competitiveness is a key economic issue. However, the problem is that many SMEs lack the internal competence required to cope with a rapidly changing market structure. Such problems can act as an obstacle to economic development, yet most SMEs in Korea are dealing with this problem today. A company's source of competitive advantage is changing from quantity to quality, facility to knowledge, and hardwork to creativity. Under such circumstances, a company should place learning and sharing of knowledge and continuously creating new knowledge as its priority. This study aims to identify the effect of a chief executive officer's (CEO) compassion and forgiveness - positive factors in organizational emotion - on learning organization activities and organizational performance, through a theoretical comparison. Research design, data, and methodology - For this study, SMEs based in Daejeon and Chungcheong area were selected. To secure credibility of the data, the subjects were selected among those who have been working at the business for six months or longer. The survey was conducted for 30 days from March 5, 2015 to April 5, 2015. Both offline and online surveys were conducted. Fifty companies were chosen and 700 questionnaires were distributed, with 506 used for analysis. Fifty subject companies (25 from Daejeon, 10 from Chungnam, 10 from Chungbuk, and five from Sejong) were selected and the objective, target, and survey content were explained to a manager at each company either face-to-face or on the phone. Of the total of 700 questionnaires distributed via mail or e-mail, 78.6% or 550 copies were returned. Excluding 44 insufficient questionnaires, the remainder, 506 questionnaires, were used for analysis. Results - This study analyzed how the CEO's compassion and forgiveness affects learning organization activities and organizational performance. First, compassion of the CEO at the SMEs directly affected the learning organization activities and indirectly affected the organizational performance. Second, forgiveness of the CEO at the SMEs did not affect the learning organization activities and organizational performance directly or indirectly. Conclusions - The study conclusions are as follows. First, CEO compassionate behavior at the SMEs was a significant variable that directly and indirectly affected learning organization activities and organizational performance. Therefore, the CEO of an SME can create a positive organizational atmosphere through compassionate behaviors in the organization. Second, the forgiving behavior of the CEO did not have direct or indirect effects on learning organization activities and organizational performance. However, the reason for a CEO to continue his or her forgiving behavior is because it strengthens employee resilience, commitment, and self-efficacy to protect the organization from negative influences such as layoffs, risks, and wrongdoings. The action of forgiveness does not have direct or indirect effects. However, the CEO shall continue such behavior to strengthen members' physiological resilience, commitment, and self - effectiveness, and to protect the organization from risks including layoff and external negative factors.

• Safety and Health at Work
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• 제9권3호
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• pp.308-313
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• 2018

Background: A behavior-based safety initiative card-issuing system was introduced at a cement-manufacturing company in Zimbabwe in 2008 to try and curb accident occurrence. The purpose of this study was to evaluate the effectiveness of the Behaviour Based Safety Initiative card system as a tool used for reducing accident frequencies. Methods: A mixed-method approach that involving administering piloted questionnaires to 40 out of 244 randomly selected employees, making observations, and reviewing secondary data were done to collect data from different sources in the organization in 2013. A paired t-test was conducted to test whether there was significant difference in accident occurrence before and after the implementation of the BBSI. Scatterplots were also used to establish the correlation between the issuance of cards and the accident and injury occurrence. Results: The findings suggest that the introduction of the card system brought a significant decrease in accident and injury occurrence. A negative correlation between card issuance and accident occurrence was observed, i.e., the greater the number of cards issued, the fewer the number of accidents. It was also noted that the card system positively influenced the mindset of workers towards safe work practices. Conclusion: The card system had an influence on the reduction of accidents and injuries. The organization should leverage on issuing more cards to further reduce the number of accidents and injuries to zero.

• 한국산업보건학회지
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• 제29권1호
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• pp.82-97
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• 2019

Objective: In this study, in order to investigate the relationship between leadership type and job satisfaction, the types of leadership in medical institutions are divided into transformational leadership, servant leadership and authentic leadership. In addition medical staff and non-medical staff are classified according to their job characteristics, and middle managers and operators are classified according to position. Methods: For this purpose, 589 questionnaires were applied to the medical institutions in Seoul and Gyunggi-do, and empirically analyzed with multiple regression. Results: The results of this study are first, among gender, medical or non-medical staff, position and career experience, men, non-medical staffs, and middle managers showed higher leadership, job engagement, and job satisfaction. Second, servant leadership and authentic leadership have significant positive relationships with job engagement. In the case of medical staff, only servant leadership has a positive effect on job engagement, while in the case of non-medical staff, both servant leadership and authentic leadership have significant influence on job engagement. Job satisfaction was found to have a statistically significant effect of servant leadership and authentic leadership in medical staff and non-medical staff. Third, in the case of middle managers, servant leadership showed a statistically significant effect only on job satisfaction, while servant leadership and authentic leadership had statistically significant effects on job engagement and job satisfaction of operators. Conclusions: This study suggests the possibility and applicability of authentic leadership in addition to transformational leadership and servant leadership in hospital organizations. Also, by identifying differences in the effects on organizational effectiveness, it is also suggested the need for research on identifying leadership factors that reflect strictly distinctive job characteristics.