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조태준,Sue R. Faerman,윤수재 서울대학교행정대학원 2012 The Korean Journal of Policy Studies Vol.27 No.2
Considering inconsistent results in the extant literature regarding whether participative practices improve performance, we focused on the mediating roles of an individual’s perception of human resource development practices, including training and career development, on the relationship between the two constructs. We began by examining the validity of the constructs under the study. Next, using structural equation modeling, we found that an individual’s perception of career development fully mediates the relationships between the two participative practices, including participation and empowerment, and in-role performance. In addition, the findings indicated that individuals’ perception of training fully mediates the relationship between empowerment and performance, but failed to play a mediating role on the relationship between participation and performance.
조태준,Sue R. Faerman,신민철 한국행정학회 2012 International Review of Public Administration Vol.17 No.3
Research examining the effects of participation on performance has reported inconsistent results or minimal impact, suggesting the need to examine mediating variables that may affect the relationship between participation and performance. Drawing on a sample of employees working for the largest local government in Korea, this study examined whether participation leads to increases in performance, considering individual-level characteristics as mediating variables. The results of the final model suggest that the relationship between participation and performance is fully mediated by individual-level characteristics, including trust, affective commitment, and self-esteem. These results imply that there is a need to be cognizant of other factors, when we consider employee participation as a management practice to increase performance in public sector organizations. Additionally, in focusing on the role of these individual-level factors as a means to improve performance, managers in public sector organizations need to consider how they reinforce these characteristics.
조태준,Sue R. Faerman 서울대학교행정대학원 2008 The Korean Journal of Policy Studies Vol.23 No.1
One hundred thirty one responses from public employees and 154 responses from private employees were analyzed to compare employee attitudes towards individualism-collectivism across public and private sector organizations. The present study provides knowledge to public management by showing that some organizational characteristics of public sector organizations (i.e., goal ambiguity, red tape, and public-service motivation) make the public-private distinction, whereas others do not. Additionally, we found that the distinction has been blurred as New Public Management (NPM) has been adopted recently in the public sector. Finally, we support the two-factor model of organizational collectivism and individualism, as well as report that organizational individualism differentiates public and private sector organizations. The theoretical and practical implications of the findings are discussed.
( Tae Jun Cho ),( Sue R Faerman ),( Su Jae Yoon ) 서울대학교 행정대학원 2012 Journal of Policy Studies Vol.27 No.2
Considering inconsistent results in the extant literature regarding whether participative practices improve performance, we focused on the mediating roles of an individual`s perception of human resource development practices, including training and career development, on the relationship between the two constructs. We began by examining the validity of the constructs under the study. Next, using structural equation modeling, we found that an individual`s perception of career development fully mediates the relationships between the two participative practices, including participation and empowerment, and in-role performance. In addition, the findings indicated that individuals` perception of training fully mediates the relationship between empowerment and performance, but failed to play a mediating role on the relationship between participation and performance.