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The purpose of this paper is to investigate the role of non-profit service motivation (NPSM) as a cognitive dimension in the enhancement of managerial accountability of Korean NGO employees. Hypotheses and a research model were designed to determine the antecedent and consequence factors of NPSM from the perspective of the self-determinants theory, social learning theory, and social exchange theory.

This study relies on quantitative data obtained from Korean NGO survey questionnaires. The sample consists of 400 employees working for NGOs. The performance evaluations were conducted within a one-year period.

Results of the study demonstrate that training and development are the keys to leading employees’ value congruence and motivation. The authors also confirmed that person-organizational (P-O) fit is directly associated with NPSM. Finally, intrinsically motivated NGO employees would boost the level of managerial accountability among the Korean NGO employees through organization and socialization.

Through applying Perry’s original public service motivation (PSM) scale including rational, normative, and affective values, the exploratory factor analysis and confirmatory factor analysis results confirmed that the constructs of NPSM were valid and reliable in the Korean NGOs. Additionally, it might also explain the locus of causality of self-determination theory, and how it changes people’s motivation. Finally, the authors confirmed that organizational systems are notable in terms of increasing P-O fit, strengthening intrinsic motivation, and increasing organizational consequences.

This study confirms that human resource development (HRD) practices and performance management system (PMS) act as very effective managerial tools for nurturing positive and constructive social exchange relationships between organizational constituents, and for developing human resources in the NGOs. This is evident in cases of individuals being given extensive participation rights when it comes to decision making (Leana et al., 1992; Mayer and Schoorman, 1998). The benefit of this reality is twofold: it strengthens individuals’ perceptions of self, fostering intrinsic motivation, and it also acts as a buffer of sorts between individuals and external pressures, weakening extrinsic motivation.

There exists a notion that well-made organizational systems and policies should be regarded as more important because certain informal or relational social interactions and communications (e.g. HRD programs) or PMS policies (e.g. service monitoring systems, finance monitoring systems, and HR and organizational monitoring systems) prevail in the cultural characteristics of NGOs. Based on this notion, allowing P-O fit, intrinsic motives, and accountable behaviors to function as invisible but very persuasive norms, rules, and informal regulations for leaders and subordinates will help make NGOs successful.

Given that most Korean non-profit organizations are very small and lack formal HR departments or functions, it is possible that this lack of formality has been somewhat responsible for the shortage of research on the outstanding aspects and issues surrounding non-profit HR management and the motivation of non-profit employees. However, as the non-profit sector has become more professionalized and specialized in terms of training, development, and identity, the need to understand HR issues and employee motivation is vital to improve both employee management and organizational strategies. The aim of this research is to further the understanding of what makes the non-profit workforce distinct. The authors believe that the similarities in terms of motivation for public and non-profit employees allowed us to use a modified version of Perry’s (1996) scale in the study to examine NPSM. However, drawing on these various and diverse perspectives on PSM and NPSM, especially in the Korean context, the authors define NPSM as “intrinsically and voluntarily driven attitudes and dispositions that lead to more service delivery, fundraising, and volunteering activities in the non-profit agencies.”

Why employees stay or leave their organization in Republic of Korea (South Korea) can be better understood by taking into account the idiosyncratic institutional and cultural contexts. In this chapter, we aim to provide a comprehensive review of employee turnover research in South Korea and discuss its implications for research. Specifically, we explain how employee turnover decisions may be affected by the characteristics of South Korean labor market (duality, polarization, and intergenerational issues) and cultural environments (collectivism, high power distance, and high-performance orientation). The review shows that organizational commitment, job satisfaction, and on-the-job embeddedness are three key mechanisms explaining employee turnover in South Korea. Building upon the review, we conclude the review by suggesting future research directions: (a) examining turnover behavior as a key outcome, (b) developing a theoretical framework for social identity and embeddedness, and (c) understanding intergenerational issues.

To examine the effect of pay‐for‐performance on distributive justice and the moderating effect of commitment performance appraisal in the case of Korean employees.

Data were collected from 28 companies and 656 employees. Moderated regression analyses were employed.

Findings show that pay‐for‐performance enhances employees' perception of distributive justice only when there is a commitment performance appraisal practice. Additional analysis shows that the commitment performance appraisal practices of a company influence employee perceptions of such practices in a U‐shape fashion.

Since, data were collected from 28 companies, the results may need to be modified before being generalized to/for Korean companies.

It is notable that only when accompanied by commitment performance appraisal does pay‐for‐performance enhance employee perception of distributive justice. Managers in Korean companies should consider implementing commitment appraisal practices when they want to utilize pay‐for‐performance.

This paper notes the fundamental changes in the pay systems in Korean companies, and offers practical implications for managers starting out on a pay‐for‐performance system.

The purpose of this paper is to investigate gender differences in the relationships between job demands, job control and distress with the moderation effects of family status (i.e. marriage and parenthood) in the patriarchal cultural context of Korea.

The authors formulated hypotheses on the grounds of stress and role theories and tested them using a hierarchical regression analysis. A sample of 403 Korean employees (230 males; 173 females) was used for the analysis.

Family status moderated the relationship between job demands and distress for both males and females, whereas family status significantly moderated the effect of job control on distress for only males. Regardless of gender, marriage and parenthood were associated with distress affected by job demands, while only males exhibited significant distress in interactions between family status and job control.

This exploratory study is one of few that explicitly addresses the concepts of the job demands-control model dealing with the unique characteristics of demographic groups. By incorporating data from the single, the married and parents, this study identified applications of the conservation of resources and role theory for various family statuses in a non-Western culture. Particularly, this study is meaningful in that it highlighted the impacts of family roles on distress that can be observed in any culture, but is salient in a highly hierarchal, patriarchal and work-centered culture, like Korea.

The purpose of this paper is to investigate diversity management in an under-researched country by merging theoretical insights developed in the Western literature with cultural aspects of a traditionally homogeneous country, South Korea.

This study integrates theory and research on why diversity can have either a positive (i.e. the information/decision-making paradigm) or a negative (i.e. the social categorization paradigm) effect on performance with different diversity perspectives (i.e. integration-and-learning, access-and-legitimacy, and discrimination-and-fairness). This study develops a model of when and how gender diversity affects organization performance and test the model with a sample of 177 South Korean organizations.

This study finds that gender diversity is negatively related to organization performance in South Korea. This study also finds that the effect of gender diversity is contingent on organizational diversity perspectives. Organizations with high gender diversity perform better to the extent that they have a discrimination-fairness perspective, but not a business-oriented perspective. On the other hand, a discrimination-fairness perspective is unrelated to performance for organizations that are low in gender diversity.

Although gender diversity in the South Korean workplace continues to increase, the relationship between gender diversity and organization performance has rarely been studied in the aspect of Korea’s traditionally homogeneous culture. This study highlights the importance of cultural-contingencies in understanding the consequences of diversity.

The purpose of this paper is to make clear how managers in Western organizations can understand the Japanese and Korean cultural value system and interpret the strategic decision‐making process that exists within organizations exhibiting a collectivist culture.

A literature review was undertaken and several studies, either jointly or separately undertaken by the authors, were drawn upon in order to provide depth to the analysis and interpretation.

Although there are similarities between Japanese and Korean people, there are a number of distinct differences between them. These differences have come about as a result of Buddhism and Confucianism being adopted at different points in each country's history, and the fact that these countries have developed their own unique cultural value system. The differences manifest in organizational characteristics, which provide Japanese and Korean organizations with a specific identity, management model and way of doing business. What is evident, however, is that managers in both Japanese and Korean organizations are familiar with the relationship marketing concept and actively embrace the strategic marketing approach.

Undertaking research into national cultural value systems and organizational cultural value systems is complex and requires an interdisciplinary approach. It can also be suggested that more emphasis needs to be placed on undertaking research of this kind in both Japan and Korea. Furthermore, it is advocated that a longitudinal study is undertaken in order to provide both evidence of how organizational cultural value systems within a collectivist culture change through time, and how cultural traits influence the decision‐making process.

Managers in Western organizations will be able to relate to the value systems of Japanese and Korean organizations and as a consequence, will understand how long‐term trustworthy relationships are developed. This should facilitate the negotiation of business deals and result in business partnerships being developed that are based on mutuality.

The interdisciplinary approach adopted allowed the authors to view culture from several perspectives and to link more firmly national cultural value systems with organizational cultural value systems, and with organizational identity. By adopting this research strategy, the authors were able to explain how organizational identity is influenced by and reinforced by the concept of strategic marketing.

The purpose of this study is to develop and empirically test a conceptual model based on the culturally endorsed implicit leadership theory to comprehend differences in the relationships between consideration, and initiating structure leadership styles and affective organizational commitment for U.S. and Korean employees. Further, we investigate how rank and seniority moderate the relationships between the two leadership styles and affective organizational commitment in both countries.

We developed and conducted a cross-sectional survey in the U.S. and Korea. To test our hypotheses we performed a series of hierarchical regression analyses.

Survey results from 452 U.S. and Korean employees show that the positive relationship between consideration leadership (i.e. people-oriented leadership) and affective organizational commitment was stronger among U.S. employees than Korean employees. Initiating structure leadership (i.e. task-oriented leadership) was negatively related to affective organizational commitment in the U.S., whereas this relationship was positive in South Korea (henceforth Korea). Further, these relationships were moderated by rank and seniority in Korea, but not in the U.S. Specifically, the positive relationship between consideration leadership and affective organizational commitment was stronger when Korean employee’s rank was higher and seniority was shorter.

The comparative nature of our study enables us to identify differences in the effects of leadership styles on affective organizational commitment across countries and thus helps us to better understand employees from different cultures. Furthermore, we demonstrate the differential effects of demographic variables such as rank and seniority in the relationships of leadership styles and affective organizational commitment. The findings provide important managerial recommendations for how managers can better lead U.S. and Korean employees.

The current study investigated the conflict management styles used by Korean local government employees with superiors, peers, and subordinates. A mail survey and personal interviews were used. Six hundred and seventy‐five usable responses were received. Personal interviews were conducted with 100 government employees. With written consents, all interviews were tape‐recorded and then quantified using content analysis. Overall, both mail surveys and personal interviews indicated conflict management styles varied according to the relative status of employees. Implications of the research findings for training and development of organizational members are provided, and areas for further research are suggested.

Hotels conducting international business are acknowledging the importance of an expatriate general manager (GM), to increase the effectiveness of their knowledge management system through the sharing of knowledge between expatriates and local employees. In the aspect of comparative leadership studies, this study attempts to compare and analyze the effects of knowledge sharing (KS) efforts, which are competencies of expatriate GMs and local GMs, on employee trust, organizational KS and employee loyalty.

Data were collected from employees of 7 hotels managed by expatriate GMs among 16 franchising luxury (5-star) hotels, and from employees of 6 hotels operated by local GMs among 9 local luxury hotels located in Korea. Structural equation modeling method using SmartPLS 3.3.3 was used to analyze the data.

Expatriate GM’s two-way KS influences affective trust but does not influence cognitive trust. Affective trust influences cognitive and organizational KS but does not influence employee loyalty. Cognitive trust does not influence organizational KS but influences employee loyalty. Finally, organizational KS significantly affects employee loyalty. In addition, in the analysis comparing the estimates between expatriate and local GM group, significant differences in groups were found for the impact of GM’s two-way KS on cognitive trust, for the impact of affective trust on organizational KS, for the impact of affective trust on employee loyalty and for the impact of cognitive trust on organizational KS.

This study shows that knowledge management designs need to consider different effects of expatriate GMs’ and local GMs’ capabilities on employee attitudes and behavior considering cultural impacts. Expatriate GMs will greatly benefit their effort for KS by assuring employees that they are attentive to their needs, interests and problems.

This study not only contributes to the existing social capital theory but also provides managerial implications for human resources management in the hospitality field through a comparative study of KS efforts of expatriate and local GMs.

The study sought to provide insight into the affective mechanisms that underlie the relationship between HRM practices and employee turnover intentions from the perspective of Korean employees. The study drew on social exchange theory and used compensation satisfaction, perceived job security and job autonomy to explain how perceptions of HRM practices affect employee turnover intentions.

The data were generated from a survey questionnaire administered to both white-collar and knowledge workers in different organizations in the Seoul Capital Area. The final sample consisted of 310 full-time employees.

The results show that compensation satisfaction and perceived job security have significant indirect negative effects on employees' intentions to leave their organization in the Korean context, which supports previous studies in Western contexts. However, the indirect effects of job autonomy on employee turnover intention were not significant in the current study.

This study continues the conversation about the important role HRM practices play in retaining valuable employees. This study offers a nuanced view of the relationship between HRM practices and employee turnover in a distinctive research setting. This study also provides realistic and practical suggestions on HRM so that organizations in Korea are able to implement HRM practices that help them retain competent employees.