Flexibility of labor market and changing perception in career have increased employee turnover. Also, as the boundaries between studies, vocation, work and life are collapsing, and the form of turnover is getting diverse. Turnover employees are talent...
Flexibility of labor market and changing perception in career have increased employee turnover. Also, as the boundaries between studies, vocation, work and life are collapsing, and the form of turnover is getting diverse. Turnover employees are talented human resources who can rapidly contribute to the organizational performance with their work experience. However, there are few attention and support for the turnovers though they also need to adapt to the new organization and work.
In a competitive and rapidly changing society, innovative culture and relational culture are receiving a great deal of attention with its emphasis on flexibility and autonomy. Workplace learning plays an important role in turnover employees’ organizational adaptation, since it helps building relationship and enhancing sense of belonging while delivering the knowledge and solving problem in the workplace.
Thus, this study investigated the structural relation between organizational culture, job satisfaction and organizational commitment of turnover employees and the mediating effect of workplace learning in that relation.
For these purposes accordingly, three questions were raised. First, how is the current situation of turnover employees’ workplace learning? Second, what is the structural relation between organizational culture, workplace learning, job satisfaction and organizational commitment? Third, how is the workplace learning mediating between organizational culture, job satisfaction and organizational commitment?
The data for this study was taken from 「Human Capital Corporate Panel(2013)」. The participants are 661 employees who have had turnover experiences and participated in workplace learning. For the analysis, the SPSS 21.0 was used to examine the reliability and variability, while the AMOS 22.0 was used to analyze the structural equating model through two-level approach. The mediating effect of workplace learning was examined with the bootstrapping.
The results of this study were as follows: First, the participation rate of workplace learning was higher in formal learning than informal learning and employees thought that informal learning is the most effective form of workplace learning. More than 90% of the participants answered they have participated in formal learning, while participation rate of informal learning was less than half except for OJT. However, despite low participation rate, participants thought that informal learning is the most effective form of workplace learning.
Second, the structural equating model about the mediating effect of workplace learning between organizational culture, job satisfaction and job commitment was significant in both innovative culture and relational culture. The model fit index of innovative culture was =174.634, df=49, p=.000, TLI=.934, CFI=.951, RMSEA=.062 and =207.265, df=49, p=.000, TLI=.923, CFI=.943, RMSEA=.070 in relational culture. Also, all the path coefficient of structural model was significant at the level of p=.001.
Third, as the result of the bootstrapping, the workplace learning was partly mediating the effect of organizational culture on turnover employees' job satisfaction and job commitment in both innovative culture and relational culture at the level of p=.002. It means that workplace learning was mediating between organizational culture, job satisfaction and organizational commitment in both innovative culture and relational culture.
Based on these findings, this study discusses the importance of organizational culture and workplace learning for turnover employees. Lastly, researcher suggests direction for the further studies.
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