Organizational culture, leaders’ vision of talent, and <scp>HR</scp> functions on career changers’ commitment: the moderating effect of training in South Korea

Park, Sunyoung; Kim, Eunjee

doi:10.1111/1744-7941.12192

Cited by 8 publications

(5 citation statements)

References 79 publications

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“…Bae and Lawler, 2000; Kim and Kang, 2013),although the more recent studies applied social exchange theory (e.g. Park and Kim, 2019; Oh, 2020).…”

Section: Resultsmentioning

confidence: 99%

An integrative review of SHRM research in South Korea: current status and future directions

Park

2020

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PurposeThe purpose of this study is to determine the current status of strategic human resource management (SHRM) research in the context of Korea as well as to provide specific recommendations for future research.Design/methodology/approachAn integrative literature review was performed to aggregate a body of studies in the Korean context. In total, 39 articles were carefully selected for inclusion in the present review.FindingsThe review demonstrated that prior studies conducted in Korea have examined whether the established relationship between strategic human resource (HR) practices and organizational outcomes has cross-national validity in Korean contexts, the extent to which the established relationship is moderated by contextual factors, as well as whether a combination of strategic HR practices and the congruence of HR practices with other organizational factors affect organizational outcomes. In addition, the review revealed four unique methodological characteristics of Korea-based studies, namely, the extensive use of self-reported questionnaires, personnel in managerial positions serving as the main sources of primary data, secondary data collected by Korean government research bodies being actively dealt with and an awareness of the necessity of a longitudinal design for causal research.Originality/valueThe present review makes an important contribution to the study of SHRM in general and the strategic human resources management model in Korea in particular. It is clear that more research is required, although it is encouraging to note the quality of prior research concerning Korean contexts and the specific mechanisms by which strategic HR practices influence organizational outcomes. Finally, there is a clear need for future research that explicitly considers employees' perceptions of strategic HR practices and specific contextual factors in Korea, and further, that utilizes more rigorous and diverse research methods to investigate the effectiveness of strategic HR practices in Korea.

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“…Bae and Lawler, 2000; Kim and Kang, 2013),although the more recent studies applied social exchange theory (e.g. Park and Kim, 2019; Oh, 2020).…”

Section: Resultsmentioning

confidence: 99%

An integrative review of SHRM research in South Korea: current status and future directions

Park

2020

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“…Scholars have provided evidence that HR practices play an important role in job satisfaction and organizational commitment (Choi and Lee, 2013; Kehoe and Wright, 2013; Kim and Wang, 2016; Lee et al , 2017; Ng and Sorensen, 2008; Park and Kim, 2019). For example, HR practices could promote employees’ organizational commitment and job satisfaction by enhancing organizational support, open communication, promotions, decision-making processes and compensation (Ng and Sorensen, 2008).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

The effect of organizational culture and HR practices on female managers’ commitment and job satisfaction

Park

Doo

2020

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Purpose The purpose of this study is to investigate the structural relationships among organizational culture, human resources (HR) practices and female managers’ organizational commitment and job satisfaction in South Korea. Design/methodology/approach Using data obtained from the Korean Women Manager Panel, 230 responses were analyzed using structural equation modeling. Findings The findings indicated that organizational culture directly affected HR practices and indirectly affected job satisfaction and organizational commitment. In addition, HR practices directly influenced job satisfaction and organizational commitment and indirectly affected organizational commitment through job satisfaction. Finally, job satisfaction had a direct and significant effect on organizational commitment. Originality/value The authors provide an empirical analysis of how organizational culture and functional factors influence organizational commitment and job satisfaction for female managers in the Korean context. The findings of this paper are expected to encourage scholars to pay more attention to the connection between organizational support and HR interventions to improve female managers’ commitment and satisfaction within organizations by emphasizing the alignment between organizational culture and HR practices.

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“…Marchalina points out that employees' commitment to organizational change is regulated by corporate culture [92]. Organizational culture also has a positive impact on human resources functions and organizational commitment [93]. Chapman builds a Lexical Organizational Cultural Scale (LOCS) that predicts employee commitment [94].…”

Section: Relationship Between Corporate Culture and Organizational Co...mentioning

confidence: 99%

The Multi-Dimensional Interaction Effect of Culture, Leadership Style, and Organizational Commitment on Employee Involvement within Engineering Enterprises: Empirical Study in Taiwan

et al. 2022

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The prosperity of the engineering industry is the main driving force of the country’s economic development, and the smooth operation of engineering enterprises is the premise for ensuring the prosperity of the engineering industry. This study demonstrates the four dimensions of organization, leadership management, employee identification, and employee involvement, discusses the four components involved (Corporate Culture, Paternalistic Leadership, Organizational Commitment, Job Involvement) and studies their interrelationships and mutual influences. A comprehensive literature review not only makes the four components clearer but puts forward eight hypotheses. Prior to the comprehensive survey analysis, a pilot study was conducted for experienced practitioners in the industry and 311 valid questionnaires were collected. Using IBM SPSS and IBM SPSS AMOS software, the questionnaire data were analyzed by constructing a structure equation, and the results show that: (1) corporate culture is positively related to the paternalistic leadership style and organizational commitment; (2) The paternalistic leadership style is positively correlated with the organizational commitment; (3) The organizational commitment and job involvement are positively correlated; (4) Organizational commitment has an intermediary effect between corporate culture and job involvement; (5) There is no positive correlation between corporate culture and paternalistic leadership style, on the one hand, and job involvement, on the other; (6) The intermediary effect of paternalistic leadership is not significant between corporate culture and job involvement.

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Organizational culture, leaders’ vision of talent, and HR functions on career changers’ commitment: the moderating effect of training in South Korea

Cited by 8 publications

References 79 publications

An integrative review of SHRM research in South Korea: current status and future directions

An integrative review of SHRM research in South Korea: current status and future directions

The effect of organizational culture and HR practices on female managers’ commitment and job satisfaction

The Multi-Dimensional Interaction Effect of Culture, Leadership Style, and Organizational Commitment on Employee Involvement within Engineering Enterprises: Empirical Study in Taiwan

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