Conflict management ability for conflict resoulution is more important than ever for the chief executives of each company and organization to survie intense competition between companies. Since CEOs can effectively solve or even exacerbate problems de... Conflict management ability for conflict resoulution is more important than ever for the chief executives of each company and organization to survie intense competition between companies. Since CEOs can effectively solve or even exacerbate problems depending on how they manage conflicts arising from internal and external conflicts, effective conflict management directly or indirectly affects the job attitude of the secretary’s assistant. However, the study on the conflict management of the top managers until now has a large part in the research on the cause of the conflict and the solution method of the individual, there is little research on the effective of supervisor’s conflict management style on the secretary’s job attitude. Therefore, the purpose of this study is to examine how the supervisor’s conflict management style (problem-solving conflict management style, concession-avoiding conflict management style, control-leading conflict management style) perceived by the secretay influences the job attitude (job satisfaction and turnover intension) of the secretary through supervisor trust. To achieve this study goal, specific research problems are as follows: First, how does the supervisor’s conflict management style (problem-solving, concession-avoiding, control-leading) affect the secretary’s supervisor’s trust? Second, does the secretary’s supervisor trust affect the secretary’s job attitude (job satisfaction)? Third, does the secretary’s supervisor trust affect the secretary’s job attitude (turnover intension)? Fourth, does the secretary’s supervisor trust mediate the relationship between supervisor’s conflict management style (problem-solving, concession-avoiding, control-leading) and secretary’s job attitude (job satisfaction)? Finally, does the secretary’s supervisor trust mediate the relationship between supervisor’s conflict management style (problem-solving, concession-avoiding, control-leading) and secretary’s job attitude (turnover intention)? To achieve the above research objevtives, a survey was conducted on 180 secretaries who are working in the local public corporation, private corporations and foregin corporations in capital area in Korea from Oct 28 to Nov 7, 2016. The data from the survey were analyzed with SPSS 23.0 to conduct frequency analysis, validity analysis, reliability analysis, descriptive analysis, correlation analysis, simple regression analysis, multiple regression analysis and Sobel test was also performed to verify the mediating effect. The major findings from the analysis are as follow: First, supervisor’s problem-solving and concession-avoiding conflict management styles had a positive (/) effect on secretary’s supervisor trust, supervisor’s control-leading conflict management style had a negative (-) effect on secretary’s supervisor trust. Second, secretary’s supervisor trust had a positive (/) effect on the secretary’s job attitude (job satisfaction). Third, secretary’s supervisor trust had a negative (-) effect on the secretary’s job attitude (turnover intention). Fourth, secretary’s supervisor trust was partially mediated the relationship between supervisor’s problem-solving conflict management style and secretary’s job satisfaction. And, secretary’s supervisor trust was also partially mediated the relationship between supervisor’s control-leading conflict management style and secretary’s job satisfaction. However, secretary’s supervisor trust was not mediated the relationship between supervisor’s concession-avoiding conflict management style and secretary’s job satisfaction. Finally, secretary’s supervisor trust was partially mediated the relationship between supervisor’s problem-solving conflict management style and secretary’s turnover intention. And, secretary’s supervisor trust was also partially mediated the relationship between supervisor’s control-leading conflict management style and secretary’s turnover intention. However, secretary’s supervisor trust was not mediated the relationship between supervisor’s concession-avoiding conflict management style and secretary’s turnover intention. In conclusion, appropriate human resources development education and company’s support are required to increase the secretary’s supervisor trust, secretary’s job satisfaction and to reduce the secretary’s turnover intention depending on the supervisor’s conflict management style. Also, it is necessary to create a working environment where the secretary can more effectively assist the business works by eliminating unnecessary conflict with the supervisor by creating an organizational culture capable of horizontal and smooth communication. ，韩语论文网站，韩语论文 |
