• Monthly Archives: August 2011

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The effect of subordinate motivation on performance

The purpose of this study is to examine whether subordinate attribution style on leader emotional (positive and negative) display moderates the relationship between subordinate achievement motivation/personal need for...

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The effects of performance coaching and team task on job engagement

Job engagement is a motivating factor for the self-driven role performance based on strong involvement. Following the performance management perspective that expands from a simple evaluation paradigm to...

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Identification of dimensions in Organizational Safety Climate and relationship with safety behavior

The purposes of this study were 1) to identify the dimensions of organizational safety climate and 2) to examine how these dimensions were related to safety climate and...

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The relationship of team learning behavior to team performance

The purpose of this study was to meta-analyze the research examining the effects of team learning behavior on team performance. In addition, team size, team type and study...

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Relationships of burnout with job attitudes and turnover intention among Koreans

Two representative job attitudes (job satisfaction and organizational commitment) and turnover intention were meta-analytically examined in relation to burnout using articles published in Korean journals. In total, 11560...

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Exploration of the structure of global mindset competency and development of global mindset index

The purpose of the present study was to (1) investigate the structure of global mindset competency, (2) develop a global mindset competency scale with index and (3) examine...

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A validation study of a Korean version of the Recovery Experience Questionnaire

This study validated the recovery experience questionnaire developed by Sonnentag & Fritz (2007) using a Korean sample (N = 286). The four-factor model consisting of psychological detachment, relaxation,...

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The influence of shared awareness of the need for change, clarity of vision, and empowerment on effective change

Organizational change does not cease at one point. Rather it is continuously going on so that the emotion which employees experience during the changing process should be treated...

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