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가사 및 자녀돌봄 서비스 이용과 부부 간 노동 분담의 관계
류수민 ( Soomin Ryu ),김진희 ( Jinhee Kim ) 대한가정학회 2020 Human Ecology Research(HER) Vol.58 No.3
This paper examines the associations of having a helper for domestic work or childcare and time spent on it by couples in South Korea. We use five waves of panel survey data from the Korean Longitudinal Survey of Women and Families (KLoWF), which allows longitudinal changes within couples over time that account for potential selection effects and unobserved heterogeneity among individuals. With fixed effects, we find outsourcing is associated with a decrease in wife’s time spent on domestic work or childcare by 1 hour per week. However, the decrease is concentrated on the unemployed wife’s time, but not employed wife’s time. In addition, outsourcing is not a significant factor for husband’s time and the husband’s share of total contribution. This may be because wives are the main provider of domestic work and childcare in Korea regardless of employment status or having any helper. Due to unequal contributions between husband and wife, using outsourcing also neither alleviates the employed wife’s contribution nor changes the husband’s contribution. However, the results may be underestimated because there are more common and diverse types of outsourcing in a broad sense, such as going out for dinner, buying prepared food, and using dry cleaning services. We expect future studies to consider more broad types of outsourcing and examine how relations with the couple’s time use at home are different by type.
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양면적 리더십, 포용 인식, 팀 혁신 행동 간의 관계 팀 학습목표지향성의 조절된 매개효과
류수민(Soomin Ryu),정혜정(Heajung Jung) 한국경영학회 2023 經營學硏究 Vol.52 No.1
Ambidextrous leadership is characterized with displaying and switching two kinds of leader behaviors, open and closed leader behaviors, flexibly depending on the situation. Despite reported empirical evidence showing the positive impact of ambidextrous leadership on team innovative behavior, few studies have specifically examined the mechanism explaining how ambidextrous leadership increases team innovative behavior. This study attempts to examine perceived inclusion as a mediator and team learning goal orientation as a moderator to better understand its underlying psychological process and boundary condition. We collected survey data from a total of 431 people (85 teams) working in public organizations and created team-level variables by aggregating individual responses into team-level measures. Our analyses confirmed that ambidextrous leadership can enhance team innovative behavior and more importantly, this relationship is mediated by increased team members’ perceived inclusion. In addition, this mediation effect was significantly moderated by team learning goal orientation. Practically, this research suggests that team innovative behavior can be promoted by a leader with an ambidextrous view whose ability to deal with conflicting needs can effectively instill a sense of inclusion among team members and this relationship would be stronger with a team high in learning goal orientation.
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COVID-19 시대의 재택근무, 조직동일시, 이직의도 간의 관계 : 지각된 직무자율성의 조절된 매개효과 탐색
서준교 ( Jun-kyo Seo ),장해미 ( Haimi Jang ),류수민 ( Soomin Ryu ),정혜정 ( Heajung Jung ) 한국생산성학회 2021 生産性論集 Vol.35 No.4
The biggest change in organizational environment caused by the COVID-19 pandemic is probably the rapid increase of telecommuting. The prolonged telecommuting due to COVID-19 has brought major changes not only to the business environments but also to the way employees work. More importantly, telecommuting, once a discretionary option, is now being either enforced by organizations as a compulsory requirement or strongly encouraged by organizations for the sake of employee safety. These changes in motivation for telecommuting together with other social containment measures are likely to alter the effect of telecommuting on work-related outcomes. Given that, we attempt to explore the impact of telecommuting in this new era where telecommuting established as a new norm. In this study, the effect of extent of telecommuting (measured by the ratio of telecommuting hours to total work hours) on employee turnover intention under COVID-19 was explored, and in order to understand the mechanism underlying the relationship between telecommuting and turnover intention, organizational identification was examined as a mediator drawing on social identity theory. Furthermore, perceived job autonomy, which refers to perceived autonomy in decision-making, scheduling, and work method, was tested as a moderating variable that could buffer the negative effect of telecommuting on organizational identification and in turn turnover intention. Survey data were collected from 251 full-time employees through Amazon MTurk service in the middle of COVID-19 pandemic and were analyzed with multiple regression and PROCESS macro. It was found that extent of telecommuting was positively related to turnover intention. In other words, the higher the ratio of employee telecommuting hours per total work hours, the higher their turnover intention. The mediating effect of organizational identification in this relationship was not significant while the moderating effect of perceived job autonomy in the relationship between extent of telecommuting and organizational identification was significant. Furthermore, the moderated mediation analysis turned out to be significant such that the mediation effect of organizational identification was significant only when perceived job autonomy was low, but not when high. One of the main contributions of this research is that we have examined the effect of telecommuting on turnover intention under COVID-19 considering the fact that the primary reason behind telecommuting changed dramatically due to the pandemic. This research responds to the request for revisiting the telecommuting practice and its outcomes in the new COVID-19 context in a timely manner. In addition, we tested the role of organizational identification as a potential mechanism and found an interesting moderated mediation effect of perceived job autonomy. Another contribution lies in providing practical implications to managers and HR professionals. We learned that extent of telecommuting needs to be adjusted rather than to be applied equally to all employees and more efforts to enhance organizational identification and perceived job autonomy are required to mitigate the negative outcomes of telecommuting such as increased turnover intention.
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