世界経済・社会統計 = World development indicators

Principles and Practice of Structural Equation Modeling (2nd ed.)

Social identity theory and the organization

The aim of the present study was to examine further the role that self-identity plays in the theory of planned behaviour and, more specifically, to: (1) examine the combined effects of self-identity and social identity constructs on intention and behaviour, and (2) examine the effects of self-identity as a function of past experience of performing the behaviour. The study was concerned with the prediction of intention to engage in household recycling and reported recycling behaviour. A sample of 143 community residents participated in the study. It was prospective in design: measures of the predictors and intention were obtained at the first wave of data collection, whereas behaviour was assessed two weeks later. Selfidentity significantly predicted behavioural intention, a relationship that was not dependent on the extent to which the behaviour had been performed in the past. As expected, there was also evidence that the perceived norm of a behaviourally relevant reference group was related to behavioural intention, but only for participants who identified strongly with the group, whereas the relationship between perceived behavioural control (a personal factor) and intention was strongest for low identifiers.

The theory of planned behaviour: Self identity, social identity, and group norms

Wives' Employment and the Division of Family Work Basic Patterns of Family Work and Paid Work Paid Work, Sex, and Sex Role Ideology as Determinants of Family Work Wives' Desire for Greater Husband Participation in Family Work The Consequences of Role Overload Husbands' Psychological Involvement in Work and Family Husbands' and Wives' Roles The Issues Today

Working Wives, Working Husbands

Organizational identification has been argued to have a unique value in explaining individual attitudes and behaviors in organizations, as it involves the essential definition of entities (i.e., individual and organizational identities). This review seeks meta-analytic evidence of the argument by examining how this identity-relevant construct functions in the nexus of attitudinal/behavioral constructs. The findings show that, first, organizational identification is significantly associated with key attitudes (job involvement, job satisfaction, and affective organizational commitment) and behaviors (in-role performance and extra-role performance) in organizations. Second, in the classic psychological model of attitude-behavior relations (Fishbein & Ajzen, 1975), organizational identification is positioned as a basis from which general sets of those attitudes and behaviors are engendered; organizational identification has a direct effect on general behavior above and beyond the effect of general attitude. Third, the effects of organizational identification are moderated by national culture, a higher-level social context wherein the organization is embedded, such that the effects are stronger in a collectivistic culture than in an individualistic culture. Theoretical and practical implications of the findings and future research directions are discussed.

Identifying Organizational Identification as a Basis for Attitudes and Behaviors: A Meta-Analytic Review.

Identifying Organizational Identification as a Basis for Attitudes and Behaviors: A Meta-Analytic Review

Using data obtained from 363 Korean civil servants, we examine the mechanism of family-to-work enrichment. Although individualistic Western work–family literature predicts that resources from the family role, both instrumental and affective, will improve the work role by mitigating the negative job stress–job satisfaction relationship, data from collectivistic Korean society show an unexpected opposite effect – an accentuating, not a mitigating moderating effect. Family resources – especially affective resources – may function as an additional work stressor rather than enrich the work role under collectivists' weak identity separation between work and family roles. This study thus reveals the cultural biases in the extant Western work–family literature by showing that the cultural variance in role identity separation/integration may underlie the mechanism of family-to-work enrichment.

The work–family interface in Korea: can family life enrich work life?

The purpose of this paper is to review major changes in the HR system in Korea and to suggest five propositions that need to be studied for better understanding of the configuration of performance-based HR system in Korea. The HR system in Korea went through great transformations after the financial crisis in the late 1990s. The performance-based HR system, which many Korean companies currently claim to have, is thought to have originated from the notion of so-called ‘best practices’ of leading U.S. companies. In the framework of best practices, there is one universal HR practice set that can be applied to any situations. Although Korea maintained much of its unique organizational culture and HR practices, Korea also modified its HR system after the ‘best practices’ to a great extent. By understanding the similarities and differences between the performance-based HR system and best practices, we will be able to better understand the current Korean HR system. In this study we call for empirical work on the changing configuration of HR system in Korea. We suggest five propositions that will be crucial in understanding the similarities and differences between the performance-based HR system

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Best Practices and Performance-Based HR System in Korea

The purpose of this paper is to delve into perceived underqualification, which refers to employees’ awareness that they have deficient abilities relative to their job demands (abilities demands), leaving the other type, underqualification, unexplored. To address the neglect, this study investigates how perceived underqualification relates to job attitudes (job satisfaction, organizational commitment, and turnover intention) and how transformational leadership moderates the relationships.,Survey data were collected from employees working at diverse organizations in South Korea over two waves; at Time 1, perceived underqualification and transformational leadership were measured and at Time 2, job attitude variables were measured. Responses from 188 employees were used for hypothesis testing.,Perceived underqualification is negatively related to job satisfaction and organizational commitment and positively related to turnover intention when transformational leadership is low. However, under high transformational leadership, such negative attitudinal implications of perceived underqualification are weakened.,By examining underqualification for the first time, this study corrects the current incomplete and biased understanding of P–J misfit, which is exclusively overqualification-focused. In addition, this study provides new insight into individual responses to P–J misfit by revealing that the responses are not always negative. This study specifies transformational leadership as the contingency factor that enables such responses, thus further advancing the P–J misfit literature that has hardly examined the leadership effect.

Eun-Suk Lee

Papers

Identifying Organizational Identification as a Basis for Attitudes and Behaviors: A Meta-Analytic Review.

Identifying Organizational Identification as a Basis for Attitudes and Behaviors: A Meta-Analytic Review

The work–family interface in Korea: can family life enrich work life?

Best Practices and Performance-Based HR System in Korea

Perceived underqualification and job attitudes: the role of transformational leadership