Hierarchical Organizational Culture Research Articles

A Constructivist Leader Avoids the Bankruptcy of an Emblematic Company and the Deepening of Deindustrialization in Europe: Lessons From a Case Study

Confronting a complex reality always causes a mixture of shock that continues, even after acceptance. The moment Bertrand Martin takes over C.M.M. Sulzer-France in 1984, the company is in the disaster situation. With the Naval Construction crisis, the order book quickly ran out, the stock warehouses were full, and people's morale was at a level close to exhaustion. Everyone expected either closure or, at the very least, a massive collective dismissal. B. Martin's position surprises everyone and everything, equivalent to a real electroshock, according to his own expression. In a staff meeting, called by him to “say what he came for”, B. Martin (or a member of his management team) holds back and does not even formulate a word that evokes “solutions”. Faced with the dramatic events that the company was experiencing, B. Martin says he is at this staff meeting to hear… solutions, as an alternative to closure or massive layoffs. Rarely have words like these been heard in companies in a country accustomed to a hierarchical organizational culture and job cuts in response to crises. Voluntary problem-solving groups, involving more than 300 people from all hierarchical levels, developed a plan with 450 measures. The workers' assembly votes on the plan unanimously. In a short time, the company changes radically and comes out of the red, accepting a difficult challenge, associated with an order for two large power plant engines, for China, previously considered unrealizable. The dynamics introduced into the company become proverbial with unusual repercussions throughout France. The case seems to fit more into the order of counter factuality than a plausible situation. Four orders of reasons seem to have contributed to the novelty of the director general's communication: (1) A general director who, instead of starting by presenting a speech of hope (to create a climate of positive expectation), as is customary to do, exposes the naked reality for everyone to observe. (2) A leader who says he has no solutions but was available to listen to the solutions to be found within the organization. (3) An entrepreneur who knew how to listen to himself and listen to what he would call a “crazy dream” that mobilized the talents of each subject. (4) A people engineer who knew how to intuit, as an organizational reference, the thirst for collectively shared change and which would allow 70% of all four hundred proposals from the working groups to be carried out in six months. The constructivist transformational leadership of this leader, unlikely given the context, Bertrand Martin, made the difference, in a situation where “hope seemed to have disappeared”, in the words of Dante, in the “Divine Comedy” – sequel to Inferno.

The Influence of Organizational Culture on Tanzania Public Sector Performance

The study was done in public sector which was TRA-Ilala region. The general objective of this study was to investigate the role of organizational culture on public sector performance and specific objectives were to: Examine organizational culture present in Tanzania public performance and specific objectives were to: determine employees’ perceptions on organizational culture and to determine the influence of organization culture on performance of public sector. Case study research design was employed during the study and research approaches used were qualitative and quantitative research approaches. Data collection methods and instruments used were questionnaire, interview, interview questions, documentary review schedule and documentary review. Descriptive statistics was used during analysis of data. The findings revealed that organizational culture applied specifically by TRA- Ilala region included clan culture, adhocracy culture, market culture and hierarchical organizational culture. The findings further revealed that there were positive perceptions among employees on clan and hierarchical organizational culture and that clan organizational culture has contributed much to the performance of organization. The recommendations are on ensuring stable organizational culture through increasing emphasis on ownership, community and communication as well as improving leadership styles in the organization for stable hierarchical organization culture and entire performance of organization.

Governance of Higher Education Institutions through Faculty Perspectives

The present study investigated the factors influencing faculty satisfaction within higher education institutions. A quantitative survey with 30 items was administered online to faculty members (n=72) from diverse disciplines and institutional roles. Specifically, the study examined the effects of top-down leadership, hierarchical organizational culture, and the current challenges faced by academic institutions. The results showed that faculty satisfaction was significantly influenced by the leadership style at the institutional level while institutions with rigid hierarchical cultures tended to have lower faculty satisfaction. The study also identified several challenges faced by academic institutions, including budget constraints, increased workload, and shifting educational paradigms. These challenges also directly impacted faculty satisfaction in a negative way. In conclusion, to enhance faculty satisfaction, institutions should foster transparent leadership, promote a participatory organizational culture, and proactively address the challenges posed by the evolving higher education landscape.

Digital Organizational Culture: A Qualitative Study on the Identification and Impact of the Characteristics of a Digital Culture in the Craft Sector

The organizational culture of craft enterprises shows that the average corporate culture is currently characterized by a hierarchical organizational culture that does not do justice to increasing competition. Digital corporate culture in the craft sector is essential for maximizing Digital Transformation opportunities. A semi-structured interview was conducted with employees and managers from various craft sectors to determine the specific characteristics and possible effects of Digital Organizational Culture in the craft sector. The results show that digital skills, attitudes, communication, proactivity, entrepreneurial orientation, and personal skills are essential. It is found that many factors positively influence the Digital Organizational Culture in the craft sector. However, some factors can also have a negative influence on the culture. Guilds and chambers of skilled crafts should also help sensitize employees and managers to Digital Transformation to establish an explicit Digital Organizational Culture.

THE DIRECT AND INDIRECT EFFECTS OF INTERNAL ENABLERS ON INTERNAL INTEGRATION AND BUSINESS PERFORMANCE

The present paper aims to assess both the direct as well as the indirect effects of internal enablers on internal integration and business performance in the supply chain. A full managerial comprehension of the connection between supply chain integration (SCI) and business performance is missing so far and earlier results are inconclusive. To fill this gap, this study expands the growing body of research on SCI and contributes to the SCM field by explaining the direct and indirect effects of internal enablers on internal integration and business performance. Results show that hierarchical organizational culture influences internal integration and supply chain performance, that top management support and information technology department size influence internal integration, and, finally, that supply chain performance impacts operational performance. These findings confirm the relevance for firms to pay attention to those key internal enablers of internal integration, and their benefits on business performance. Considering our results, future research should deepen on the influence of internal integration on business performance by focusing on the links between internal integration and the other dimensions of SCI, that is supplier and customer integration, as well as with the external side of the supply chain performance.

Culture clash or collaboration? Unraveling the role of hierarchical organizational culture in International Financial Reporting Standards adoption

AbstractThis research study investigates the influence of organizational culture on the quality of earnings when adopting International Financial Reporting Standards (IFRS). The results reveal a positive association between hierarchical organizational culture and earnings quality, indicating that organizations with strong hierarchical cultures tend to generate high‐quality financial reports during the implementation of IFRS. This finding aligns with the principles of contingency theory, which suggests that hierarchical cultures are particularly effective in ensuring accurate and reliable financial reporting, especially in situations characterized by high uncertainty or complexity. Based on these findings, the study recommends the cultivation of a favorable organizational culture to maximize the benefits of IFRS in terms of higher earnings quality under the new accounting standards. By nurturing a hierarchical culture that prioritizes accuracy, accountability, and compliance, organizations can enhance their ability to produce reliable financial reports and effectively meet the requirements of IFRS. Overall, this research contributes valuable insights into the relationship between organizational culture, IFRS adoption, and earnings quality. The practical implications derived from these findings emphasize the significance of fostering a supportive organizational culture to harness the positive impact of IFRS on earnings quality.

"항공사의 위계적 조직문화가 조직침묵, 조직몰입을 매개로 이직의도에 미치는 영향 -Process Macro를 적용하여- "

"항공사의 위계적 조직문화가 조직침묵, 조직몰입을 매개로 이직의도에 미치는 영향 -Process Macro를 적용하여- "

항공사의 조직문화가 괴롭힘적 분위기, 반생산적 과업 행동과 이직 의도와의 영향 관계

This study focuses on the hierarchical organizational culture of airline cabin crew with a stricter hierarchical order than other industries. The purpose of this study is to suggest implications for human resource management of airline cabin crew through the relationship between hierarchical organizational culture and bullying atmosphere, counterproductive task behavior, and turnover intention. For analysis, SPSS v.21 and AMOS v.21 programs were performed ti conduct frequency analysis for sample characteristics, validity and reliability analysis of measurement tools, and path analysis for hypothesis test. The results of findings are first the hierarchical organizational culture of airline cabin crew had a positive (+) effect on the bullying atmosphere. Second, it was found that the bullying atmosphere of airline cabin crew had a positive (+) effect on counterproductive work behavior. Third, the bullying atmosphere of airline cabin crew had a positive (+) effect on turnover intention. Fourth, the counterproductive work behavior had a positive (+) effect on turnover intention. At the last, it was analyzed that counterproductive work behavior was partially mediated between the bullying atmosphere and turnover intention. With the results of this study, we present strategic implications for human resource management of airline cabin crew.

Occupational self-efficacy, job crafting and job satisfaction in newcomer socialization: a moderated mediation model

PurposeDrawing on job crafting theory and the social cognitive theory of work satisfaction, the purpose of this study is to examine the impacts of task, relational and cognitive crafting on job satisfaction and how occupational self-efficacy (OSE) and hierarchical organizational culture affect the execution and outcome of job crafting behaviors.Design/methodology/approachData were collected at four time points among Chinese media professionals (N = 198) during three consecutive months. Regression analysis and the bootstrap method were used for hypothesis testing.FindingsOnly cognitive crafting was found to mediate the positive relationship between OSE and job satisfaction. In a hierarchical organizational culture, the positive effects of OSE on task, relational and cognitive crafting became stronger, while the effect of task crafting on job satisfaction became negative. The authors also identified a conditional negative effect of OSE on job satisfaction via task crafting. The mediating effect of cognitive crafting was consistent despite the levels of hierarchical culture.Practical implicationsTo retain new hires, organizations should look for efficacious individuals and encourage the individuals to cognitively craft individuals' jobs, especially in a hierarchical culture. Moreover, job crafting interventions should be carefully designed in this type of culture.Originality/valueThis research identifies the three dimensions of job crafting as mediators that link OSE to job satisfaction and reveals the role of hierarchical culture in moderating these relationships.

Gestión del Talento Humano en Empresas Ecuatorianas: Perspectivas y Desafíos

Human talent management in Ecuadorian companies faces multiple challenges, including economic constraints, restrictive labor regulations, and a hierarchical organizational culture. Despite these obstacles, companies are adopting advanced technologies and promoting the development of specific competencies and more horizontal structures to improve competitiveness. Investments in training programs, although still insufficient, are beginning to show positive results in productivity and job satisfaction. In addition, labor flexibility and transformational leadership are emerging as key strategies for overcoming resistance to change and fostering an environment of innovation and continuous improvement. Improved internal communication and increased investment in training are essential to enhance talent development and retention. The implementation of public policies and institutional support that promote tax incentives, training programs and public-private partnerships is recommended to strengthen talent management in the country.

Learning from the complexities of fostering a restorative just culture in practice within the Royal Netherlands Air Force

In any organization, a restorative just culture and learning from incidents are key to improving organizational safety. The focus of a restorative just culture is not on determining right or wrong, but on repairing (restoring) and learning from an occurrence, by bringing both culprits and the people affected by the occurrence together to collectively answer the question of what to do next. However, a competitive and hierarchical organizational culture can make such openness difficult. Little can be found in the literature on the complexities of fostering a restorative just culture in a predominantly retributive setting. This article presents a qualitative case study aimed at understanding the complexities of fostering a restorative just culture in practice in a retributive setting. The article describes a safety standdown in the Royal Netherlands Air Force, based on observations, focus groups and semi-structured interviews. The findings reveal a spontaneous restorative response but an actual restorative setting was only partly attained. An inductive, thematic analysis of the data identified four key themes: 1) the need for vulnerability; 2) moral courage of leaders, 3) resolving the tension between learning and punishing, and 4) preventing a hybrid form of (un)just culture (asking people to openly share information, and then punishing them for doing so). The analysis shows that a hierarchy that appreciates and encourages a retributive response complicates the endeavour to create a restorative just culture. Upper management must deal productively with these challenges to foster a restorative just culture.

A Study on Job Stress Factors Caused by Gender Ratio Imbalance in a Female-Dominated Workplace: Focusing on Male Airline Flight Attendants.

This study investigated the factors that cause job stress among male flight attendants in a female-dominated airline organization, as well as the impact of job stress on their mental health and turnover intention. It also attempted to determine whether perceived family support, perceived organizational support, and job positions had moderating effects on male flight attendants’ job stress. Six job stress factors were identified through focus group interviews and a literature review. A survey was conducted from 1 January to 2 February 2022 to validate the research model, and 188 valid samples were used for statistical analysis. This study discovered that gender differences in communication, relationship conflict with colleagues, hierarchical organizational culture, and role overload had a direct impact on male flight attendants’ job stress. Job stress was found to have a negative impact on mental health and a positive impact on turnover intention. Perceived organizational support was also found to reduce job stress. This study is notably the first to address stress encountered by male flight attendants at work. It offers new directions for future airline personnel management and research. It also presents practical implications, such as the development of training and personnel management programs for male flight attendants.

Transformačný líder v edukácii v kontexte organizačnej kultúry školy

The transformation of education should originate in the school environment. Teachers, as actors of change, thus find themsel es in the position of transformational leaders. Keller (2006) identifies as transformational leaders those individuals who can succeed and fulfil a vision, inspire and activate followers who respond with en‑ thusiasm and determination to achieve goals. Part of a leader’s job is the co‑creation of the organizational culture being upheld in the educational setting. Organizational culture rep‑ resents the nature of the workplace, approach, unwritten rules of interaction and the values of the organization (Morcos, 2018). Organizational culture as defined by Cameron and Quinn (2011) points to the fact that aleader significantly participates in its formation. These claims are confirmed by various studies conducted in different types of organizations, including schools, worldwide (f.e. Daud et al., 2015; Berkemeyer et al., 2015; Yücel et al., 2013). Goal: The aim of the present paper was to find out whether there is a relation between the school organizational culture and the characteristics of transformational leaders in education in the Slovak context. Methods: The paper consists of two studies due to the use of two different research methods assessing transformational leadership factors. Study 1: the research group consisted of 107 Slovak teachers (N = 107; AMage= 43.72; SDage= 10.51; 18.69 % men). The data were obtained through the Leadership Practices Inventory (LPI; Kouzes & Posner, 2013), assessing five types of practices – leadership practices: 1) Model the Way, 2) Inspire a Shared Vision, 3) Challenge the Process, 4) Enable Others to Act, 5) Encourage the Heart and 6) the Organizational Culture Assessment Instrument (OCAI; Cameron & Quinn, 2006), mapping four types of organizational culture – Clan, Adhoc, Market, and Hierarchy. Study 2: the research group consisted of 100 Slovak teachers (N = 100; AMage= 40.99; SDage= 7.79; 30.00 % men). The data for this study were obtained through the Czech Leadership Questionnaire (CLQ; Procházka et al., 2016) assessing eight subscales corresponding to four components of transformational leadership, three components of transaction‑ al leadership, and laissez‑faire leadership. Only the four components of transformational leadership were used. The second questionnaire was also OCAI. All tools were modified and adapted to local conditions. Results: Relation analysis between the observed variables in both studies showed statistically significant positive moderately strong relations assessed by LPI, CLQ to the Clan’s organizational culture of the school (LPI r = from.262** to.394**; CLQ r= from.222* to.420***). For Study 1: negative moderately strong relations between Market organiza‑ tional culture and LPI factors (r = from -.224** to -.421***) and Study 2: CLQ with Hierarchical Organizational Culture (r = from -.249* to -.437***). The Clan organizational culture dominates in the monitored Slovak schools, closely related to the characteristics of trans‑ formational leaders in education as potential actors of changes in education. Conclusion: According to the findings, transformational leaders in education, being an attractive example for others, are charismatic bearers of innovative ideas, they are progressive in their approach to their followers, strengthening the school team spirit and ap‑ preciating and encouraging them. They are the leaders of the Clan organizational culture. The positive finding in both studies remains that the researched Slovak schools show a prevalence of the Clan organizational culture.

Challenges of adapting to organizational culture: Internationalization through inclusive leadership and mutuality

Many universities in Japan have expanded their international faculty as part of their internationalization efforts. However, little is known about how the reform-driven expansion has influenced organizational culture and leadership practices. The present narrative case study aims to offer insights into international faculty members' personal accounts of their adaptation challenges and proposes ways to enhance their integration. Narrative interviews were held with eight international English teachers from a non-English department of a Japanese university. The interview questions were informed by Burke and Litwin’s (1992) Casual Model of Organizational Performance and Change (see Fig. 1). Creswell and Creswell's (2013) six-step method was used for the qualitative data analysis. The findings suggested the hierarchical organizational culture remained uninfluenced despite the faculty expansion. This was attributed to uncertainty avoidance to maintain harmony and ensure a smooth operation. Therefore, leadership practices were also focused on standardization of teaching and course design through micromanagement practices. The participant accounts indicated that exclusive leadership along with the existing hierarchy resulted in isolation. However, the feeling of isolation was perceived both positively and negatively. Finally, through the participants' self-reflection, lack of linguistic and intercultural competency appeared to be a hindrance to their integration. Thus, it may be necessary to focus on inclusive leadership and intercultural competence building to accomplish mutuality for the successful integration of international faculty members and create new avenues for the leadership to harness diversity.

An Exploratory Study on the Effect and the Creation of Corporate Organizational Culture on the Workplace Counseling

이 연구는 기업의 조직문화가 기업상담자의 업무수행에 미치는 영향과 새로운 조직문화 창출을 위해 필요한요인들을 탐색함으로써, 기업상담자들의 경험의 의미와 구조를 심층적으로 이해하고자 하였다. 이를 이하여 기업상담자 8인을 개별면담하고, 현상학적 질적 분석 방법 중 Colaizzi의 방법을 적용하여 분석하였다. 분석 결과 69개의주제, 24개의 주제군, 4개의 범주가 도출되었다. 첫 번째 범주는 ‘기업의 조직문화가 기업상담자의 업무수행에 미치는 영향’으로 27개의 주제와 9개의 주제군으로 구성되었다. 참여자들은 위계적 조직문화의 영향아래서 상담자의정체성보다는 조직구성원으로서의 역할을 더 많이 경험하는 것으로 나타났다. 두 번째 범주는 ‘조직문화에 적응하기 위한 노력’으로 20개의 주제와 7개의 주제군으로 구성되었으며 긍정적인 마음으로 조직문화를 수용하고자 하였으며 적극적으로 내담자, 조직의 상급자, 관련부서의 직원들과 소통하고 조직이해 활동에 참여하거나 학습을 하는등의 노력을 기울였다. 세 번째 범주는 ‘상담이 조직문화에 미친 영향’으로 15개의 주제와 4개의 주제군으로 구성되었으며 대표적으로는 상담 및 심리적 지원에 대한 인식의 변화가 있었고, 의사소통에 기여하거나 관리자에게 도움을 제공하고 조직 전체의 이슈를 다루어 나가는데 긍정적인 영향을 미친 것을 알 수 있었다. 마지막 범주는 ‘새로운 조직문화 창출을 위한 노력’으로 7개의 주제와 4개의 주제군이 발견되었다. 새로운 조직 문화를 창출하기 위해서는 상담에 대한 신뢰 및 전문성 강화, 상담에 대한 중요성 인식, 수요자 중심의 접근방법 등 상담의 핵심적인역할을 잘 수행하면서 새로운 접근방법을 모색하는 것이 제시되었다. 본 연구의 결과는 기업상담자들의 향후 기업상담자들의 적응과 새로운 조직문화 창출을 위해 어떠한 노력이 필요한 지에 대한 시사점을 제공한다.This study tried to understand in depth the meaning and structure of the experience of workplacecounselors by exploring the effects of corporate organizational culture on the performance ofworkplace counselors and the factors necessary to create a new organizational culture. To this end, 8workplace counselors were individually interviewed and analyzed by applying Collaizzi’s methodamong the phenomenological and qualitative analysis methods. As a result of the analysis, 69 subjects,24 subject groups, and 4 categories were derived. The first category is ‘the effect of corporate cultureon the performance of workplace counselors’ with 27 themes and 9 thematic groups. It was foundthat under the influence of hierarchical organizational culture, participants experienced more roles asorganizational members than counselors’ identity. The second category is ‘Efforts to adapt to theorganizational culture’ with 20 themes and 7 themes. Participants tried to embrace the organizationalculture with a positive mind, and actively communicated with clients, superiors of the organization,and employees of related departments, and made efforts to participate in organizational understandingactivities or learn. In the third category, ‘the influence of counseling on organizational culture’, 15themes and 4 thematic groups were found. As a representative example, there was a change in theperception of counseling and psychological support, and it was found that it had a positive effect oncontributing to communication, providing help to managers, and handling issues throughout theorganization. The last category was ‘efforts to create a new organizational culture’. Seven themes and4 thematic groups were found. In order to create a new organizational culture, it was suggested tofind a new approach while fulfilling the core role of counseling, such as strengthening trust andprofessionalism, recognition of the importance of counseling, and a consumer-oriented approach. Theresults of this study provide implications on what kind of efforts are needed for workplace counselorsto adapt to future workplace counselors and to create a new organizational culture.

Responsible innovation in organisations – unpacking the effects of leader trustworthiness and organizational culture on employee creativity

Ongoing changes in competitiveness and advancements in technology are challenging the ability of manufacturing firms to bring about responsible innovation in emerging economies. A crucial response to this situation involves supporting employee creativity as a strategy suited to foster responsible innovation. Prior research has established a positive correlation between employee creativity and responsible innovation. However, when attempting to promote employee creativity, firms are often faced with challenges to their organizational culture (OC), especially in the presence of limited employee trust in their leaders. Although, extant research has suggested a positive correlation between leader trustworthiness and employee creativity, little is known of the stability of such relationship under diverse OCs. Also, previous research on the correlation between OC and employee creativity has yielded conflicting findings, thus failing to contribute to the knowledge of how organisations may further engage in responsible innovation. Consequently, we investigated the influence of diverse OCs on employee creativity, and how leader trustworthiness affects the relationship between them. To do so, we undertook a quantitative analysis of a coded cross-sectional survey involving 222 participants from 54 manufacturing organizations in Malaysia. The survey data were evaluated through partial least squares structural equation modelling (PLS-SEM). An importance-performance map analysis shows that clan OC has the strongest positive correlation with employee creativity and exerts the highest level of importance to it. Surprisingly, leader trustworthiness was found to decrease employee creativity and to strengthen the positive relationships of market and hierarchical OC with employee creativity. Our study offers novel insights into how diverse OCs and leader trustworthiness impact employee creativity in an emerging economy context.

Features of the value-oriented sphere of managers of enterprises with market and hierarchical organizational culture

Value orientations of a manager are a factor in the formation and development of organizational culture. In a modern economy, an organization whose culture includes the value of a marketing approach will be effective. Knowledge of the value orientations of managers who introduce market culture in organizations will allow organizational psychologists to solve the problem of optimizing culture. The article presents the results of an empirical study of differences in the level of expression of value orientations among managers who implement their professional activities in different organizational cultures. Emphasis is placed on the list of those structural features of the system of individual value orientations of managers that will allow predicting the development of market organizational culture.

외식기업의 위계적 조직문화가 조직침묵과 반생산적 과업행동에 미치는 영향

The purpose of this study is to identify the effect of hierarchical organizational culture of food service company on organizational silence and semi-productive task behavior. In order to achieve this purpose, hierarchical organizational culture was composed of authority culture and formal culture, organizational silence was composed of defensive silence and acquiescent silence, and counterproductive work behavior consisted of a single factor. The survey was conducted from December 2nd to December 31st, 2019 at 24:00 pm for employees of food service companies, including hotels located in Seoul, Gyeonggi-do, and Incheon, and finally 277 copies were used for empirical analysis. The results of the hypothesis are as follows: Hypothesis 1 Hierarchical organizational culture has been shown to have a positive effect on organizational silence. Hypothesis 2 Hierarchical organizational culture has been shown to have positive effects on counterproductive work behavior. Hypothesis 3 Organizational silence has been shown to have positive effects on counterproductive work behavior. The results of this study presented a new organizational theory and produced practical implications for human resource management in food service companies.

Investigation the Relationship between Full Range Leadership and Team Effectiveness : Focused on the Case of Vietnamese National Soccer Team Coach, Park Hangseo

This study focuses on the full range leadership that Park Hangseo exercised. Full range leadership is based on the assumption that combination of various leadership behaviors can create a synergy effect. Park Hangseo’s case demonstrates leadership behaviors such as idealized influence, individualized consideration, intellectual stimulation, contingent reward, and management by exception. His leadership behaviors can be described in specific as follows. First, Park Hangseo priotized soccer development in Vietnam over immediate noticeable winning record and laid groundwork for the future. He emphasized ‘Vietnamese spirit’ and built up trust as a foreign coach from team members, Second, Park Hangseo tried to remove regionalism in choosing players, which was driving force in building ‘One Team’ finally. This brought Vietnamese feel together and made them feel united. Third, Park Hangseo broke hierarchical organizational culture in athletic team and built a family like relationship, which touched his team members. He won team members’ heart, which was the power of the leader Park Hangseo in the end.

Research on the Effect of the Different Empathy Ability of Supervisor on the Turnover Intention in the Organizational Culture

Background/Objectives: This research is made to find out what kind of moderating effect the empathy ability of supervisor makes on the turnover intention in the hierarchical organizational culture.Methods/Statistical analysis: The subjects for this research are the employees working for small and mid-sized companies in Korea and the questionnaires were distributed to them for the research. The questionnaire was made up of 16 questions including 4 demographical questions and the measuring was made by using 5-point Likert scale. For the empirical analysis, SPSS 23.0 program was used and the feasibility analysis, reliability analysis, regression analysis and the test of moderating effect were performed.Findings: As the number of independent variable was just one, the factory analysis was not conducted. The results of reliability analysis showed that Cronbach Alpha values were all 0.6 or more. In addition, the correlation analysis results showed that the correlation between the hierarchical organizational culture and turnover intention was 0.931 and the correlation between the hierarchical organizational culture and the empathy ability of supervisor was 0.242, thus showing the low correlation. On the other hand, the correlation between the turnover intention and the empathy ability of supervisor was 0.661, thus showing a little high correlation. All of them showed the significance probabilities of 0.0000. The regression analysis showed that the hierarchical organizational culture made a significant effect on the turnover intention. As the analysis of moderating effect shows the increase in the value R2 with the significance probability of less than 0.05, it was confirmed that the empathy ability of supervisor has the moderating effect. This means that even though the hierarchical organizational culture may affect the turnover intention, the empathy ability of supervisor may lower the turnover intention.Improvements/Applications: The future researches are required to focus on the methodology of enhancing the empathy ability and the tools for measuring the empathy ability along with the development of program.