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1 – 9 of 9Md Sohel Chowdhury, H.M. Moniruzzaman, Nusrat Sharmin Lipy and Dae-seok Kang
Drawing on signaling and social identity theories, the main objective of this paper is to suggest and validate a research framework to investigate the association of corporate…
Abstract
Purpose
Drawing on signaling and social identity theories, the main objective of this paper is to suggest and validate a research framework to investigate the association of corporate social responsibility (CSR) perceptions with organizational attractiveness by uncovering the underlying mechanism of organizational trust.
Design/methodology/approach
By conducting regression analysis, the study hypotheses were tested with the data collected from a snowball convenient sample of 318 potential job seekers.
Findings
The study results revealed that prospective applicants' perceptions about a company's CSR undertakings are significantly associated with their trust in and attraction to the company. Noticeably, organizational trust partially mediated the direct relationship between CSR perceptions and organizational attractiveness.
Research limitations/implications
Based on the study results, some specific theoretical advancements and helpful insights have been highlighted for human resources (HR) practitioners in today's competing organizations. The paper ends by outlining key research drawbacks and directions for possible work in the future.
Originality/value
Despite the plausible underlying role of organizational trust in the link between CSR and organizational attraction, empirical studies of this theoretical phenomenon are still lacking in the context of pre-hire recruitment literature. This may be the first study that identifies organizational trust as a salient psychological factor through which job seekers' CSR perceptions become more instrumental in influencing their attraction to a firm.
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Dae-seok Kang, Jeff Gold, Jeongeun Kim and Ilsoo Kim
The purpose of this paper is to examine the instrumental use of social capital regarding career growth within an organization, focusing on the mediating role of perceived…
Abstract
Purpose
The purpose of this paper is to examine the instrumental use of social capital regarding career growth within an organization, focusing on the mediating role of perceived competence mobilization and the moderating role of two situational variables: perceived external prestige and job insecurity climate.
Design/methodology/approach
Relationships among the constructs are predicted based on relevant literature, and are tested using survey results from 324 employees working in 14 leading corporations in Korea.
Findings
Results show that social capital positively influenced, via perceived competence mobilization, each of two career growth dimensions (i.e. the personal efforts to develop a career and the experience of being rewarded by the organization). In contrast, moderated path analysis indicated that perceptions of external prestige and job insecurity climate failed to moderate the indirect effect of social capital on career growth.
Practical implications
In light of the instrumental use of social capital and the ensuring mechanism of competence mobilization, a detailed understanding of this effect on career growth cannot only neutralize the fears of brain drain, but is also helpful in providing possibilities for building new career development strategies.
Originality/value
Although social capital has become an influential concept in social sciences, little evidence has been presented on the above relationship, particularly from the perspective of careerist orientation. This may be the first research examining how and when the influence of social capital becomes instrumental with respect to career attainment within an organization.
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Dae Seok Kang, Youn Sung Kim and Dong Won Lee
This study sought to examine the effect of three (distributive, procedural, and interactional) justice perceptions in predicting employees’ motivation to participate in training…
Abstract
This study sought to examine the effect of three (distributive, procedural, and interactional) justice perceptions in predicting employees’ motivation to participate in training activities. On the basis of theoretical linkages between the constructs, full mediation and partial mediation models by perceived benefits of training were developed. The models were tested using SEM (Structural Equation Modeling) on responses from 302 employees of three wireless operators in the Republic of Korea. The results showed the partial‐mediation model is a dominant model. It also confirmed that interactional justice directly influence motivation to participate in training, whereas procedural justice influence the variable through perceived benefits of training. Furthermore, limitations and implications of the current study and directions for future work are discussed.
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Dae‐seok Kang, Jeff Gold and Daewon Kim
This paper aims to focus on a career perspective to investigate the association between employee experience of job insecurity and work‐related behaviors, specifically…
Abstract
Purpose
This paper aims to focus on a career perspective to investigate the association between employee experience of job insecurity and work‐related behaviors, specifically discretionary extra‐role and impression management behaviors. A second purpose is to analyze the interaction effect of perceived employability and job insecurity on extra‐role and impression management behaviors.
Design/methodology/approach
Based on a sample of 207 supervisor‐subordinate dyads in Korean banking and financial institutions, the relationships between job insecurity and extra‐role or impression management as two career behaviors are tested. The interaction effects of employability and job insecurity on behavioral options are also tested.
Findings
The results showed that the perception of job insecurity led to both reduced extra‐role and impression management behavior and the intensity of withdrawal increased as employability increased.
Research limitations/implications
The findings provide a fundamental new insight into how a careerist orientation functions in the age of job insecurity.
Practical implications
Extra‐role and impression management behaviors may be an individual's method of career management, especially in the context of job insecurity, allowing managers to capture a more dynamic picture of an individual's career choice in a new employment relationship.
Originality/value
The paper adopts a career perspective in investigating employee extra‐role and impression management behaviors under conditions of declining job security. It adds further value by showing the moderating effect of employability on such behaviors.
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The purpose of this paper is to examine the relationship between leader‐member exchange (LMX) and human resource development (HRD) to gain a better understanding of the…
Abstract
Purpose
The purpose of this paper is to examine the relationship between leader‐member exchange (LMX) and human resource development (HRD) to gain a better understanding of the LMX‐performance relationship through connecting LMX and HRD theory.
Design/methodology/approach
Dubin's framework is used for the purpose of linking LMX with HRD. Except that the last three steps (empirical indicators of key terms, hypotheses, testing) involved conducting empirical research, the authors employ steps 1 through 5 to build an HRD‐based LMX model, i.e. the first step specifies that the units of the theory be identified; the second step involves establishing the laws of interaction applicable to the units of the theory. The third and fourth steps define boundaries for an HRD‐based LMX model and suggest propositions for future empirical research. In addition, to lessen the likelihood of some redundancy the system states are included with the laws of interaction.
Findings
LMX and HRD (as represented by identified outcomes) theories are linked by at least three key factors: trust, empowerment, and performance. A theoretical model linking LMX and HRD also describes the contributions of trust, empowerment, and performance to LMX theory of leadership with the help of two specific HRD interventions – trust building and empowerment facilitation.
Research limitations/implications
The confirmation of the theoretical model through empirical research is still required.
Practical implications
In the aspect of relational performance, this paper proposes a basis for designing and implementing strategic HRD activities and recommends the conceptual model as an intervention technique for organizational change.
Originality/value
This paper illuminates the base of LMX leadership theory and seeks to develop new practical insights of the theory. In so doing, it aims to contribute to reducing the tension between leadership theorists and leadership development practitioners, described as validity versus usefulness.
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Dae‐seok Kang, Jim Stewart and Hayeon Kim
This study aims to investigate the role of perceived external prestige (PEP), ethical organizational climate, and leader‐member exchange (LMX) quality in explaining organizational…
Abstract
Purpose
This study aims to investigate the role of perceived external prestige (PEP), ethical organizational climate, and leader‐member exchange (LMX) quality in explaining organizational and career commitment, and also analyzes effects of the two commitments on motivation to participate in training and turnover intention.
Design/methodology/approach
Relationships among the constructs are predicted based on relevant literature, and are tested using survey results from 477 employees working in 15 of the leading corporations in South Korea.
Findings
Structural equation modeling (SEM) shows that ethical organizational climate and LMX quality are a significant correlate of both forms of commitment, whereas perceived external prestige is a predictor of organizational commitment but not career commitment. Furthermore, as a mediator, each form of commitment also affects employees' training participation motivation and their turnover intention.
Originality/value
Overall, the value of this study lies in its focus on multiple forms of commitment reflecting current employment relationships, and in the identification of new variables for use by HR professionals in determining ways to improve both commitment to organization and career.
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Robert G. Hamlin, Hye-Seung Kang, Dae Seok Chai and Sewon Kim
This study aims to identify people’s perceptions of what behaviourally differentiates effective managers from ineffective managers within a South Korean (SK) public sector…
Abstract
Purpose
This study aims to identify people’s perceptions of what behaviourally differentiates effective managers from ineffective managers within a South Korean (SK) public sector organization, and the extent to which the findings are similar or different to those of an equivalent previous study in the SK private sector.
Design/methodology/approach
Adopting the “pragmatic approach” and assuming a post-positivist ontology and constructivist–interpretivist epistemology, examples of “effective” and “ineffective” managerial behaviour were collected from managers and non-managerial employees in an SK central government Ministry using the critical incident technique. The collected critical incidents were coded, classified and reduced to a smaller number of behavioural categories. These were then compared against equivalent findings from a previous SK private sector replication study using open, axial and selective coding to identify generic behavioural criteria (GBCs)
Findings
High degrees of convergence point towards the emergence of a “two-factor” SK behavioural taxonomy of perceived managerial and leadership effectiveness comprised of positive (n = 11) and negative (n = 4) GBCs of effective and ineffective managerial behaviour.
Practical implications
The GBCs constituting the deduced SK behavioural taxonomy could be used by HRD practitioners to critically evaluate the efficacy of extant management and leadership development (MLD) programmes, or to inform/shape the creation of new MLD programmes. Additionally, they could be used by other HR professionals to critically evaluate the relevance and efficacy of the assessment criteria used for existing management selection, 360-degree feedback and formal performance appraisal systems.
Originality/value
The emergence of an SK behavioural taxonomy through Type 3 (emic-as-emic) and Type 4 (emic-and-etic) indigenous research is a rare example of Eastern mid-range theory development.
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Doo Hun Lim, Dae Seok Chai, Sunyoung Park and Min Young Doo
Although the field of neuroscience has evolved dramatically, little research has attempted to conceptualize the impact of neuroscience on the field of human resource development…
Abstract
Purpose
Although the field of neuroscience has evolved dramatically, little research has attempted to conceptualize the impact of neuroscience on the field of human resource development (HRD). The purpose of this study is an integrative review of the influential relationship between neuroscience and workplace learning including applicable implications for HRD research and practice.
Design/methodology/approach
By reviewing 93 studies on neuroscience and brain-based learning published between 1995 and 2017, the authors synthesized their findings.
Findings
This study discusses the basic concepts of neuroscience such as the structure and functions of the brain, neuroscientific findings about memory and cognition, the effect of neural transmitters on memory and cognition and the neuroscience of learning. This study also illustrates brain-based learning styles affecting learning and describes various neuroscientific learning principles and models that can be applied to practical planning and the delivery of workplace learning and HRD activities.
Originality/value
This study concludes with brain-based learning principles called neuroscientism compared with traditional learning theories. It also includes several brain-based learning cases from workplace settings and implications for future research and further HRD practices.
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Thi Hong Vinh Cao, Dae Seok Chai, Linh Phuong Nguyen, Hanh Thi Hien Nguyen, Caleb Seung-hyun Han and Shinhee Park
This study aimed to examine the impact of learning organization (LO) on job satisfaction and individual performance in Vietnamese enterprises. The study further explores the…
Abstract
Purpose
This study aimed to examine the impact of learning organization (LO) on job satisfaction and individual performance in Vietnamese enterprises. The study further explores the mediating effect of job satisfaction on the relationship between learning organization and employee performance.
Design/methodology/approach
Data were collected from 653 employees from various types of organizations in Vietnam. Structural equation modeling was implemented to test the hypotheses.
Findings
The results revealed that the proposed research model was supported. Results indicated that LOs positively influenced employees’ job satisfaction and the broader range of their individual performance. In addition, employees’ job satisfaction motivated them to achieve higher performance levels. The study also found a mediating effect of job satisfaction on the relationship between LO and employee performance. The results underscore the importance of implementing an LO culture for individual outcomes such as job satisfaction and employee performance in the Vietnamese cultural context, which is based on socialism and Confucianism.
Originality/value
To the best of the authors’ knowledge, this is the first study to examine the relationships among LO, job satisfaction and individual employee performance in the Vietnamese context. The results offer a deeper understanding of the LO concept in the Vietnamese cultural context and highlight the cultural impact on the LO concept and its effects. The results suggest how the LO concept is applied in the Vietnamese context.
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