• Management & Information Systems Review
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• v.30 no.1
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• pp.39-69
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• 2011

This study is conducted to clarify when a person faces an ethical dilemma in business situation, what affects on individual ethical decision-making(from ethical judgments to behavioral intention, nonethical behaviors) in the organizational context. especially, the present study examined the direct and indirect effects of love of money, individuals' perceptions of work climate, perceptions of organizational justice on their ethical judgments and behavioral intentions regarding an ethical dilemma. The subjects of the research were Pusan National University business school enrolled students(n=160). The research was substantiated through statistical analysis of credibility and validity, correlation, variance, and moderated regression analysis. The results indicated that, although perceived ethical climate dimensions did not have a direct effect on behavioral intentions, but had a direct effect on nonethical behaviors. Climates perceived as egoistic were significant moderating effects. and love of money had a direct effect on behavioral intention. Perceptions of organizational justice had a direct effect on behavioral intentions. Especially, interactional justice had a strong influence on ethical behavioral intentions than distributive justice and procedural justice. In depth discussion implications, limitations, and future research directions were supplied.

• The Korean Journal of Health Service Management
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• v.11 no.4
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• pp.53-65
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• 2017

Objectives : The purpose of this study was to explore and describe the factors related to clinical nurses' organizational socialization, process and to find out the strategic information for successful organizational socialization. Methods : Data were collected with a structured questionnaires from 300 clinical nurses. The data were analyzed with SPSS/WIN 21.0. Results : First, the average score for the organizational socialization($2.95{\pm}0.37$), organization climate($3.28{\pm}0.43$), autonomy($3.23{\pm}0.43$), role stress($3.21{\pm}0.56$), professional self-concept($3.19{\pm}0.46$), organization value internalization($3.11{\pm}0.59$), and perceptional justice($2.91{\pm}0.50$). Second, influencing factor of organizational socialization of the participant were organizational climate, role stress, professional self-concept, Job esteem, Living arrangement type, collaboration between medical professionals in hospital, the other hospital work experience, role model or Mentor, total hospital career, perceived health status, spouse, perceptional justice, Adjusted $R^2=.702$. Conclusions : These results suggest that organizational socialization of clinical nurses could be enhanced by organizational climate. Thus creating a positive organizational climate are mandated for clinical nurses to have constructive organizational socialization.

• Journal of Digital Convergence
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• v.15 no.12
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• pp.369-380
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• 2017

Purpose: This study was conducted to examine how nurse practice environment and organizational justice affected job embeddedness in the Small and Medium Sized Hospital Nurses. Methods: The data were collected from 233 nurses by means of self-reported questionnaires on August 23th to September 8th, 2017. Results: The model explained 49.7% of the total variance in job embeddedness scores. Hierarchical regression analysis showed that hospital nurses that had higher perceived nurse practice environment, higher organizational justice, and were older were more likely to have higher job embeddedness scores. Conclusion: To enhance nurses' job embeddedness, hospital and nurse leaders should improve nurse practice environment, particularly in relation to staffing and resource adequacy and collegial nurse-physician relations. Additionally, the nurse leaders can facilitate nurses' job embeddedness by creating and maintaining an organizational culture of fairness and justice.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.1
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• pp.245-255
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• 2012

Greenberg(1990) suggested that organizational justice research may potentially explain many organizational behavior outcome variables. One such example of nontraditional job behavior is organizational citizenship behavior and service quality, for they are part of the spontaneous and innovative behaviors noted by Katz(1964). Stimulated by conceptualizations of justice in organizations by such theorists as Homans(1961), Admans(1965), and Walster, Berscheid, and Walster(1973), organizational researchers devoted considerable attention in the 1960s and 1970s to testing propositions about the distribution of payment and other work-related rewards derived from equity theory. Although reviews and critiques of equity theories once dominated the pages of organizational journals, more recently it has been the subject of far more attention(Reis, 1986). In one notable recent trend, researchers and theorists have expanded on conceptualizations of procedural and distributive justice by turning attention to the interpersonal aspects of justice, the perceived fairness of the way people are treated by others. With the rapid and uncertain changes of organization, such voluntary behaviors as OCB, service quality, and innovative behavior have become more important for the development and survival of organization. Thus it is very important to keep the organization fair for keeping employees participative in organization. Here it is reviewed the relationship between organizational justice and it's related factors(OCB, service quality and innovative behavior).

• Journal of the Korean Society for Aviation and Aeronautics
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• v.32 no.1
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• pp.28-38
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• 2024

Due to globalization, the air transport industry plays a key role in the global economy. In particular, the air transport industry is highly dependent on human resources, and the capabilities of the cabin crews in managing safety and providing service in a cabin depend on the service quality and the success of the company's human resource management. Therefore, systematic support and interest in competitive key personnel are believed as very important factors. Airlines need to improve the work engagement of airline cabin crew through organizational supportive efforts. Thus this paper surveyed 309 cabin crews who worked at low cost carrier and conducted an empirical analysis based on survey results. The study validates hypotheses pertaining the relationship between organizational identification and job commitment of cabin crew according to the airline's perception of organizational support. The comprehensive analysis reveals that perceived organization support has a significantly positive impact on cabin crews' work engagement.

• The Journal of the Korea Contents Association
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• v.21 no.8
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• pp.163-176
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• 2021

This study tries to examine the impact relationship between the organizational justice perceived by the employees and the information system quality on the decision quality through absorption capabilities in order to find the factors that influences the corporate decision making in the rapidly changing market environment. With regards to this, 239 copies of survey data were collected subjecting the employees of the SMEs, and the hypothesis of this study was verified using SPSS 22.0 and PLS 3.0. As the result of the study, the organizational justice and information system quality has individually shown a positive (+) effect on the absorption capability, and the absorption capability has shown positive (+) effect on the decision quality. Through this study, a theological foundation for the organizational justice and information system quality was prepared as a prerequisite for the absorption capacity, and this study targets to suggest a theological and practical implications which secures the competitiveness by increasing the decision quality of the SMEs through comprehensive analysis of the organizational justice and information system quality which motivates the human resource. Future study requires additional research regarding the information system quality and finds various studies on the performance part due to necesssary decision quality.

• Science of Emotion and Sensibility
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• v.26 no.2
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• pp.67-84
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• 2023

Gender diversity policies aim to reduce institutional discrimination in a male-dominated society and the underutilization of women in terms of the economy. Extant gender diversity literature has focused on gender diversity policies premised on women being treated as a minority. However, since women-centered occupational groups do exist, women cannot be considered an absolute minority. Therefore, we explored the gender difference in job seekers' reactions to a diversity policy favorable to men. The experiment divided participants into 2 (Gender: Male, Female) × 2 (Diversity: Favorable, Unfavorable), canvassing 329 college students (156 male, 173 female). Participants evaluated the organizational justice and organizational attractiveness of the virtual company by looking at the diversity cues presented in the job posting seeking new employees. As a result, it was confirmed that if the diversity cues presented in the job posting were favorable (vs. unfavorable) to the individual, the organization's distribution justice and procedural justice perceptions were generated differently according to the gender of the job seeker. Moreover, female job seekers perceived distribution justice and procedural justice as higher than male job seekers when they encountered diversity cues that were favorable (vs. unfavorable) to them. In addition, the relationship between diversity cues and organizational attractiveness was mediated by the perception of organizational justice, and this mediating effect was moderated by gender. For women, on the one hand, the mediating effect through the perception of distributive justice and procedural justice was significant in the relationship between diversity cues and organizational attractiveness. On the other hand, the mediating effect alone through the perception of procedural justice was significant for men. Our findings suggest that identical diversity managements are distinguished by individuals' social status or affiliation and may even result in differentiated behaviors.

• Health Policy and Management
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• v.15 no.1
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• pp.1-29
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• 2005

This study examined the antecedents of psychological empowerment at hospital organizations, and also examined their differential effects among occupational groups within hospitals: doctors, nurses, engineers, and administrative workers. Various variables for multi-level factors were examined as antecedents: tenure, income, work centrality, and career goal as personal factors, job variety, job clarity, job significance, and job fitness as job factors, and security, reward justice, and organizational support as organizational factors. Data were collected from 8 national university hospitals, and 1,289 data were used for final analysis. For the whole groups, all antecedents except reward justice had significant effects on, and explained large amount of variance of empowerment. Results from the analysis for each occupational group showed that income, career goal, and job significance had significant effects on empowerment at all occupational groups, while reward justice had not at any groups. The effects of other variables depended on occupational groups. 1bis study found some important antecedents of empowerment which have been less considered in previous research: career goal, work centrality, security, and organizational support. The finding that differential effects of antecedents on empowerment by occupational groups suggests that group characteristics should be considered for studying empowerment. In this study, for example, personal factors rather than both job factors and organizational factors were more effective for empowerment in the engineering group whose job is relatively simple and clear, while job factors were most effective in other groups. The differential effects of antecedents on empowerment by occupational groups also have practical implications for improvement of empowerment at hospitals. For empowerment, personnel management efforts would be more required for administrative workers than other occupational groups, because they perceived least job clarity, job significance, job fitness among the groups, all of which were found to be important determinants of empowerment for them.

• Management & Information Systems Review
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• v.32 no.3
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• pp.189-220
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• 2013

This article sheds light on how corporate social responsibility (CSR) perception influences organizational commitment through compassion, a mediator based on empirical data. In other words, we expect that CSR is related to team members' sense-making and then triggers changes affecting team members' attitude and behavior. Compassion plays a pivotal role in organizational life by attenuating others' pains at work. Scholars widely agree that compassion involves sympathetic consciousness of others' distress and sufferings, and caring for those others often in communicative or behavioral ways. Kornfield (1993) defines compassion as "the heart's response to the sorrow". We also define compassion as a response to other's suffering that an individual sees with the eyes of others, hears with the ears of others, feels with the heart of others, and takes actions that demonstrate his or her own compassionate acts. We also assume that CSR increases organizational commitment. According to our empirical data based on employees of 400 Korean companies, CSR perception is likely to positively influence compassion, which itself is likely to influence another dependent variable, organizational commitment. Our findings reveal a partially mediated effect, which causes CSR perception to influence organizational commitment through compassion. Finally, interpersonal justice serves as moderating elements in the relation of CSR perception and compassion whereas perceived organizational behavior has a moderating effect on both compassion and organizational commitment.

• Journal of Korean Academy of Nursing
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• v.45 no.2
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• pp.240-250
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• 2015

Purpose: The purpose of this study was to validate the Korean version of the Ethical Leadership at Work questionnaire (K-ELW) that measures RNs' perceived ethical leadership of their nurse managers. Methods: The strong validation process suggested by Benson (1998), including translation and cultural adaptation stage, structural stage, and external stage, was used. Participants were 241 RNs who reported their perceived ethical leadership using both the pre-version of K-ELW and a previously known Ethical Leadership Scale, and interactional justice of their managers, as well as their own demographics, organizational commitment and organizational citizenship behavior. Data analyses included descriptive statistics, Pearson correlation coefficients, reliability coefficients, exploratory factor analysis, and confirmatory factor analysis. SPSS 19.0 and Amos 18.0 versions were used. Results: A modified K-ELW was developed from construct validity evidence and included 31 items in 7 domains: People orientation, task responsibility fairness, relationship fairness, power sharing, concern for sustainability, ethical guidance, and integrity. Convergent validity, discriminant validity, and concurrent validity were supported according to the correlation coefficients of the 7 domains with other measures. Conclusion: The results of this study provide preliminary evidence that the modified K-ELW can be adopted in Korean nursing organizations, and reliable and valid ethical leadership scores can be expected.