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이희자 배화여자대학 1998 培花論叢 Vol.16-17 No.-
To manage the work behavior of employees is essential for creating effective organizations. Work behavior includes several different kinds of employee behavior, and may be classified into in-role behavior and extra-role behavior. It is commonly accepted in the management literature that organizations need employees who are willing to exceed their formal job requirements. This kind of work behavior goes beyond traditional job performance and is necessary for long-term organizational effectiveness. In the last decade, many terms have been used to describe such behavior including organizational citizenship behavior (OCB) (Graham, 1991; Organ, 1988, 1990; Schnake, 1991), prosocial organizational behavior (Brief & Motowidlo, 1986; ), extra-role behavior (Van Dyne & Cummings, 1990; Werner, 1994), and organizational spontaneity (George & Brief, 1992). Nearly three decades ago, Katz (1964) identified three basic types of behavior essential for a functioning organization: attracting and holding people in the system, dependable role performance; and innovative and spontaneous behavior. Concerning this third category, Katz noted, "An organization which depends solely upon its blueprints of prescribed behavior is a very fragile social system"(p.132). Roethlisberger and Dickson (1964) noted that cooperation refers to something other than productivity. Productivity is regarded as a function of the formal organization (the authority structure, role specification, technology) and the "logic of facts". Cooperation, on the other hand, refers to acts that serve more of a maintenance purpose, to "maintain internal equilibrium." Cooperation thus includes day-to-day spontaneous prosocial gestures of individual accommodation to the work needs of others (e.g., co-workers, supervisor, clients in other departments (Smith et al., (1983) p.653). Every factory, office, or bureau depends daily on a myriad of acts of cooperation, helpfulness, suggestions, gestures of goodwill, altruism and other forms of organizational citizenship behavior. Substantively, citizenship behaviors are important because they lubricate the social machinery of the organization. They provide the flexibility needed to work through many unforeseen contingencies; they enable participants to cope with the otherwise awesome condition of inter-dependence with each other. Recently organizational citizenship behavior has received a great deal of research attention. Despite the growing acceptance of the OCB construct, however, some researchers have raised questions about how OCB is theoretically defined and measured (George & Brief, 1993; Graham, 1988). The Purpose of this study is to examine the construct of OCB by reviewing the theoretical and empirical literature. The contents of the study is to review the concept of organizational citizenship behavior, to compare with similar constructs, to investigate the trends of OCB and predictors of OCB.
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李喜子 배화여자대학 1985 培花論叢 Vol.4 No.-
The purpose of this study was to investigate current wage differentials of female workers, to find out main factors having the effects on their wage, and to analyse the degree of relative importance among main factors. The degree of relative importance among main factors means a sequent order which is on determination of female wage. The subjects of this research were composed of 159 female workers in Seoul. The data were analysed by mean, standard deviation, standard error of mean, analysis of variance, F-Test, T-Test and Duncan's Multiple Range Test. The significance level was set at α=0.05. Data process was requested to the statistical analysis section of Korea Advanced Institute of Science and Technology, and the method used in data processing was the General Linear Models (GLM) in SAS package program. The results were as follows: 1. It was confirmed that the main factors having the effects on determination of female wage were education, industry, age, and career. 2. Though the degree of relative importance among main factors was education, industry, age, and career in the order named (Table V-9, F value), their weights were very similar to each other. 3. The results of ANOVA (analysis of variance) were explained 71.4% of total variance in sample.
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交換關係의 類型과 構成員의 自發的 組織行動間의 關聯性에 관한 硏究
李喜子 배화여자대학 2000 培花論叢 Vol.19 No.-
Organizational citizenship behavior(OCB) is a class job related behaviors which have been suggested as a fruitful addition to traditional conceptions of job performance. OCB is defined as those behaviors which are discretionary, are not formally recognized by the organizational reward system, and in the aggregate, promote organizational effectiveness. By including OCB in definitions of job performance, researchers may describe more fully the behaviors that lead to job effectiveness and a facet of performance which is more likely under the personal control of the employee. This study examines the categories of OCB and the typology of organizations based on the type of contract. This research also explores how the characteristics of typology of organizational effects on the OCB. Research findings can be summaries as follows : (1) Has the outcome variable traditionally called job performance adequately described the range of behaviors exhibited by an employee which would advance the welfare of the organizational? Their answer was clearly no. Organ(1988) instead proposed that job performance should be expanded to include behaviors that were not so directly linked, yet were still important. This research suggested that including OCBs as performance would offer a more complete conception of the behaviors needed to forward the welfare of the organization. (2) Graham and Organ(1993) proposed a typology of organizations based on the type of contract that binds organizational participants. The typology consists of three organizational types: transactional, social exchange, and covenantal organizations. Varieties of OCB are possible on all three cases. In transactional agreements, the parties are unlikely to engage in helpful"innovative and spontaneous behavior" not specified in the agreement. By contrast, the parties to social exchange agreements are likely to volunteer helpful but unrequired behavior, and to be patient and forgiving of organizational shortcomings. On the other hand, they expect the organization to return the favor, that is, to tolerate there occasional mistakes, and to offer them secure employment. Covenantal partners are even involved than those in social excange agreements because they share responsibility for upholding and/or pursuing transcendent values. This minimizes the need for close supervision or other costly behavioral control systems. Therefore OCB is expected to social excange agreements and covenantal organization.
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귀인적 사고와 정서적 반응의 관계 : Weiner의 견해와 연구를 중심으로 Focused on the View and Research of Weiner
이희자 건국대학교 1996 대학원 학술논문집 Vol.43 No.-
The aim of present study is no investigate the relations between causal attributions to affective reactions focused on the views and research findings of Weiner and find the implications for teacher behavior. The present study is organized in the followings manner: First, attribution theory is briefly introduced, with special attention given to causal dimensions, or the underlying properties of causal inference. Then, relations between causal ascriptions and emotions are examined. Of particular interest an attributional perspective are the emotions of pity, anger, and guilt. These emotions are of great importance in the classroom. Finally, some of the implications of attributional research for teacher behavior are considered. The present study suggested the practical implications and potential applications of the relations between attributions and emotions in the following areas: 1)Affects as cues guiding self-perception 2)Self-concept and teacher behavior 3)Social cognition in the classroom
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