Enterprises in the 21st century need to incorporate a new organizational culture based on innovative paradigms in management to survive in a fiercely competitive environment. Rapid and appropriate response and learning by an organization drive sustain... Enterprises in the 21st century need to incorporate a new organizational culture based on innovative paradigms in management to survive in a fiercely competitive environment. Rapid and appropriate response and learning by an organization drive sustainable organizational performance, which is most important for survival. In particular, the emergence of multinational enterprises in response to the globalization demands the creation of a new ideal culture. International airlines were permitted to enter the market with the deregulation of the domestic aviation industry of the United States in 1978. Accordingly, the aviation industry has been experiencing rapid changes with regard to managing and delivering organizational performance in a highly competitive global environment, and it has become imperative for airlines to foster cooperation and agreements within the aviation industry. The cabin crews represent the image of an airline and are the most important human resource to deliver organizational performance in the aviation industry, considering they provide professional services directly connected to consumer purchase. The cooperation and consensus among cabin crews is mandatory for successful airline management; therefore, the organizational culture that promotes these values ultimately raises job satisfaction and organizational commitment, improves quality of service and reduces turnover rate, thus facilitating effective human resources management. From this point of view, this study aims to analyze the organizational culture types of international airlines, organizational effectiveness of cabin crews, and the influence of this relationship with turnover intention. This would aid in developing an organizational culture that could positively impact the behavior of cabin crews, improving organizational efficiency (e.g. job satisfaction and organizational commitment) and reducing turnover intention. In addition, this study extends the scope of previous research on airlines, mainly domestic carriers, and analyzes the cabin crews of international airlines to provide baseline data for research on airlines lacking organizational culture. In order to address the research question, this study devises at heoretical system through literature reviews to establish the concepts and constituent factors of organizational culture, organizational effectiveness, and turnover intentions. Among the top 10 airlines named by SKYTRAX in 2016, four airlines, the C, E, L and Q airlines, within the full-service carriers (FSC)with similar routes and scale of services and a cabin crew composition of various nationalities, were selected to perform a survey on the crews currently in service. A total of 250 copies of the questionnaires were distributed; of these, 234 copies were selected as the final study samples, and analyzed using SPSS 23.0, a statistical analysis software package. The empirical analysis, results of the study, and the implications derived thereafter are as follows. First, the group, development, and hierarchical cultures, which are the constituent factors of organizational culture type of international airlines, showed positive (/) influence, while the rational culture displayed negative (-) influence on job satisfaction, which isa constituent factor of the organizational effectiveness of cabin crews. The development and hierarchical cultures had a positive(/) influence on organizational commitment, while the group and rational cultures had no effect on organizational commitment. In particular, the development culture was analyzed as the most influential factor for both job satisfaction and organizational commitment. Therefore, in order to improve job satisfaction in the process of achieving the common goal, the cabin crews of international airlines, given the characteristics of multinational members, should enhance friendly relationships with each other by understanding the differences in cultural backgrounds and respecting different opinions. In addition, the job satisfaction and organizational commitment would simultaneously increase as new challenges, creative thinking, and opinions would bevalued and the structure and management would be highlighted; on the other hand, dissatisfaction with the organization appeared when the excessive performance-based culture was stressed. Second, job satisfaction, as part of organizational effectiveness of the international airlines’ cabin crews, had a negative (-) effect on turnover intention, whereas organizational commitment showed no effect. Hence, the higher the job satisfaction, the lower was the turnover intention displayed. Job satisfaction of cabin crews is the most important factor in terms of turnover intention, and the establishment of a system that can improve job satisfaction is essential to lower the job turnover intention of cabin crews. Lastly, among the international airlines, the development culture had a negative(-) effect on the turnover intention of cabin crews while the rational culture had a positive(/) influence. Nonetheless, the remaining two organizational culture types, i.e., group culture and hierarchical culture, showed no influence. Accordingly, it was found that the turnover intention of cabin crews reduced as the development culture of internationalairlinesdeveloped; however, the turnover intention went up as the rational culture improved. We noted that an international airline comprising multinational cabin crews lowered the turnover intention by emphasizing on growth and innovation of the organization and by valuing the creativity of members; conversely, the performance-based rational culture that stressed on target achievement and productivity increased the turnover intention. In addition, it was found that the development culture was the most influential in lowering the turnover intention, which is a very significant aspect along with organizational effectiveness. In other words, it is very important for an airline company to demonstrate that organizations have been indeed growing under the ideology of innovative development and creation. This would aid in effective personnel management of cabin crews who arethen likely to work with attachment and enthusiasm for the organization, thus reducing turnover intention. ，韩语毕业论文，韩语毕业论文 |
