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    Trust as a Bridge? A Theoretical Comparison between Organizational Commitment and Accountability

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    https://www.riss.kr/link?id=A108904447

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    다국어 초록 (Multilingual Abstract) kakao i 다국어 번역

    (Purpose) We have a deep understanding of accountability in the field. The relationship between two theories (organizational commitment and accountability) is complex but significant, particularly in the context of organizations and government institutions. The paper explores the relationship between two important concepts in the fields of human resource development and government: Organizational Commitment and Accountability.
    (Design/methodology/approach) The comparative analysis formed the core of the research methodology. In this phase, the paper explored the commonalities and distinctions between Organizational Commitment and Accountability in a theoretical and conceptual manner. To explore the intricate relationship between Organizational Commitment and Accountability, a comprehensive literature review was conducted.
    (Findings) The interconnectedness between Organizational Commitment Theory and Accountability Theory highlights the essential role of trust and commitment in organizations and government institutions. Recognizing and leveraging this relationship can lead to improved performance, enhanced transparency, and a more engaged workforce or citizenry. However, it also calls for a careful balance between accountability measures and the preservation of a culture of trust and commitment.
    (Research implications or Originality) This research can provide insights into how organizations and governments can optimize trust and commitment to achieve their goals. To foster an environment of trust, commitment, and accountability, it is imperative for both organizations and government institutions to focus on several key areas. Leadership plays a pivotal role in setting the tone and should actively promote a culture rooted in trust, transparency, and ethics. Furthermore, investing in training and development programs can align employees with the core values and objectives, reinforcing their commitment. Incentives and recognition mechanisms serve as powerful motivators for those who exhibit unwavering commitment and accountability.
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    (Purpose) We have a deep understanding of accountability in the field. The relationship between two theories (organizational commitment and accountability) is complex but significant, particularly in the context of organizations and government institu...

    (Purpose) We have a deep understanding of accountability in the field. The relationship between two theories (organizational commitment and accountability) is complex but significant, particularly in the context of organizations and government institutions. The paper explores the relationship between two important concepts in the fields of human resource development and government: Organizational Commitment and Accountability.
    (Design/methodology/approach) The comparative analysis formed the core of the research methodology. In this phase, the paper explored the commonalities and distinctions between Organizational Commitment and Accountability in a theoretical and conceptual manner. To explore the intricate relationship between Organizational Commitment and Accountability, a comprehensive literature review was conducted.
    (Findings) The interconnectedness between Organizational Commitment Theory and Accountability Theory highlights the essential role of trust and commitment in organizations and government institutions. Recognizing and leveraging this relationship can lead to improved performance, enhanced transparency, and a more engaged workforce or citizenry. However, it also calls for a careful balance between accountability measures and the preservation of a culture of trust and commitment.
    (Research implications or Originality) This research can provide insights into how organizations and governments can optimize trust and commitment to achieve their goals. To foster an environment of trust, commitment, and accountability, it is imperative for both organizations and government institutions to focus on several key areas. Leadership plays a pivotal role in setting the tone and should actively promote a culture rooted in trust, transparency, and ethics. Furthermore, investing in training and development programs can align employees with the core values and objectives, reinforcing their commitment. Incentives and recognition mechanisms serve as powerful motivators for those who exhibit unwavering commitment and accountability.

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    참고문헌 (Reference)

    1 황광선 ; 김흥주 ; 김판석, "책무성(Accountability)과 성과(Performance)의 호혜성과 차별성에 대한 이론적・실증적 고찰" 정부학연구소 22 (22): 169-194, 2016

    2 황광선, "공공 조직의 자율과 책무: 책임운영기관과 일반행정기관의 차이 분석" 한국공공관리학회 31 (31): 259-284, 2017

    3 Stoyan, A. T., "Trust in government institutions : The effects of performance and participation in the Dominican Republic and Haiti" 37 (37): 18-35, 2016

    4 Jensen, Michael C., "Theory of the firm : Managerial behavior, agency costs and ownership structure" 3 (3): 305-360, 1976

    5 Allen, N. J., "The measurement and antecedents of affective, continuance and normative commitment to the organization" 63 (63): 1-18, 1990

    6 Katz, D., "The Social Psychology of Organizations" 3 (3): 15-24, 1978

    7 Hwang, K., "The Meaning and Three Perspectives of "Autonomy and Accountability" in the Public Sector" 2018

    8 Davis, J. H., "The Distinctiveness of Agency Theory and Stewardship Theory" 22 : 611-613, 1997

    9 Powell, D. M., "Side-bet theory and the three-component model of organizational commitment" 65 (65): 157-177, 2004

    10 Salancik, G. R., "Research in organizational behavior (Vol. 1)" JAI Press 1-54, 1977

    1 황광선 ; 김흥주 ; 김판석, "책무성(Accountability)과 성과(Performance)의 호혜성과 차별성에 대한 이론적・실증적 고찰" 정부학연구소 22 (22): 169-194, 2016

    2 황광선, "공공 조직의 자율과 책무: 책임운영기관과 일반행정기관의 차이 분석" 한국공공관리학회 31 (31): 259-284, 2017

    3 Stoyan, A. T., "Trust in government institutions : The effects of performance and participation in the Dominican Republic and Haiti" 37 (37): 18-35, 2016

    4 Jensen, Michael C., "Theory of the firm : Managerial behavior, agency costs and ownership structure" 3 (3): 305-360, 1976

    5 Allen, N. J., "The measurement and antecedents of affective, continuance and normative commitment to the organization" 63 (63): 1-18, 1990

    6 Katz, D., "The Social Psychology of Organizations" 3 (3): 15-24, 1978

    7 Hwang, K., "The Meaning and Three Perspectives of "Autonomy and Accountability" in the Public Sector" 2018

    8 Davis, J. H., "The Distinctiveness of Agency Theory and Stewardship Theory" 22 : 611-613, 1997

    9 Powell, D. M., "Side-bet theory and the three-component model of organizational commitment" 65 (65): 157-177, 2004

    10 Salancik, G. R., "Research in organizational behavior (Vol. 1)" JAI Press 1-54, 1977

    11 Fard, H. D., "Promoting public trust in public organizations : Explaining the role of public accountability" 7 (7): 331-344, 2007

    12 Schillemans, T., "Predicting public sector accountability : From agency drift to forum drift" 25 (25): 191-215, 2015

    13 Hrebiniak, L. G., "Personal and role-related factors in the development of organizational commitment" 17 (17): 555-573, 1972

    14 Fornes, G., "Organizational commitment : The utility of an integrative definition" 93 (93): 963-974, 2008

    15 Balfour, D. L., "Organizational commitment : Antecedents and outcomes in public organizations" 20 (20): 213-234, 1996

    16 Colquitt, J. A., "Organizational behavior:Improving performance and commitment in the workplace" McGraw-Hill 2010

    17 Becker, H. S., "Notes on the concept of commitment" 66 (66): 32-40, 1960

    18 Meyer, J. P., "Normative commitment in the workplace : A theoretical analysis and re-conceptualization" 20 (20): 283-294, 2010

    19 Baniamin, H. M., "Linking socio-economic performance, quality of governance, and trust in the civil service: Does culture intercede in the perceived relationships? Evidence from and beyond Bangladesh, Nepal and Sri Lanka" 41 (41): 127-141, 2019

    20 Ammeter, A. P., "Introduction to : The Leadership Quarterly special issue on political perspectives in leadership [Editorial]" 15 (15): 433-435, 2004

    21 Hwang, K., "Formal and Informal Accountability and Accountability Management : Impact on Work Performance" 55 (55): 953-981, 2023

    22 Hwang, K., "Exploring the Sources of Cognitive Gap between Accountability and Performance" 49 (49): 393-420, 2020

    23 Mowday, R. T., "Employee-organization linkages: The psychology of commitment, absenteeism, and turnover" Academic Press 1982

    24 Meyer, J. P., "Commitment in the workplace : Toward a general model" 11 (11): 299-326, 2001

    25 Wiener, Y., "Commitment in organizations : A normative view" 7 (7): 418-428, 1982

    26 Kanter, R. M., "Commitment and social organization : A study of commitment mechanisms in Utopian communities" 33 (33): 499-517, 1968

    27 Putnam, R. D., "Bowling alone: The collapse and revival of American community" Simon & Schuster 2001

    28 Chughtai, A., "Antecedents and consequences of organizational commitment among Pakistani university teachers" 11 (11): 39-64, 2006

    29 Slyke, D. M., "Agents or Stewards : Using Theory to Understand the Government-Nonprofit Social Service Contracting Relationship" 17 : 157-187, 2006

    30 Eisenhardt, K. M., "Agency theory : An assessment and review" 14 (14): 57-74, 1989

    31 Frink, Dwight D, "Advancing accountability theory and practice" 14 (14): 1-17, 2004

    32 Meyer, J. P., "A three-component conceptualization of organizational commitment" 1 (1): 61-89, 1991

    33 Cooper, D., ""I want to make a difference": Lifting morale and performance in emerging work organizations" Routledge 2003

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