Journal Search Engine
Search Advanced Search Adode Reader(link)
Download PDF Export Citaion korean bibliography PMC previewer
ISSN : 2233-4165(Print)
ISSN : 2233-5382(Online)
Journal of Industrial Distribution & Business Vol.8 No.5 pp.65-75
DOI : http://dx.doi.org/10.13106/ijidb.2017.vol8.no5.65.

Perceived Organizational Culture and Psychological Empowerment of Employees in Casino Companies

Youngran Lee**, Jihyun Chang***
First Author, Master and senior manager of operation team, Paradise Walker-hill casino, Korea, Corresponding Author, Ph.D., researcher of the Institute for Educational Research of Yonsei University, Korea, and director of FMAssociates Business Academy, Korea.
Tel: +82-2-720-6336, E-mail:jchang0305@gmail.com
August 15, 2017. September 10, 2017. October 15, 2017.

Abstract

Purpose – The purpose of this study is to verify a role of organizational culture as antecedents to influence psychological empowerment of organizational members, focusing on service workers of casino companies. Therefore, this study sought to examine the question of each clan, adhocracy, market, and hierarchy culture that the workers perceive to influence their psychological empowerment. Thus, the current study examined the relationship between organizational culture and the psychological empowerment by empirical analysis.
Research design, data, and methodology - This study chose four domestic casino companies that are run only for foreigners. Using an offline survey, it analyzed the questionnaire data of the 249 surveys collected from employees working in the sales and service sectors. Independent variables were four types of organizational culture: clan, adhocracy, market, and hierarchy. Dependent variables were four subcategories of psychological empowerment: meaning, competence, self-determination, and impact. As research methods, the study applied descriptive statistics, factor analysis, reliability analysis, correlation analysis, and multiple regression analysis, using SPSS 21.0 statistical program.
Results - Among the organizational culture types, the clan and adhocracy cultures, which emphasize flexibility and autonomy, were relatively more important for the psychological empowerment of workers than the hierarchy and market cultures. Clan culture was the most important factor in terms of meaning and competence, and adhocracy culture was the most important factor in self-determination and impact. However, the hierarchy and market cultures that pursue control and stability were also cultural types that positively affected psychological empowerment of the workers. Hierarchy culture showed positive effects on meaning, competence, and impact except self-determination, and market culture had positive effect only on competency.
Conclusions - The study found that organizational culture is an important predictor of psychological empowerment of the employees in casino companies and that important organizational culture types may be different for each sub-factor of psychological empowerment. It suggests that casino companies have to try to recognize and secure diverse organizational culture in order to activate psychological empowerment of their employees because they can provide quality service for customers. Therefore, it is necessary to create a harmonious and balanced culture between promoting flexible and autonomous organizational atmosphere, and stably controlling and operating the organization.

JEL Classification:: : C42, M12, M14, M54, N75.

카지노 종사자의 조직문화 인식과 심리적 임파워먼트

이영란**, 장지현***

초록


Figure

Table

Reference

  1. Byun, S. W., Heo, G. S., & Kwon, H. G. (2016). Understanding Management Organization. Goyang, Korea: PNC Media.
  2. Cameron, K. S., & Quinn, R. E. (2005). Diagnosing and changing organizational culture: Based on the competing values framework. San Francisco, CA: Jossey-Bass.
  3. Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of management review, 13(3), 471-482.
  4. Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of organizational life. Reading. MA: Addison-Wesley.
  5. Ha, S. H., & Choi, S. I. (2009). A Study on the Effects of Employment Instability and Organizational Trust of Cluster Analysis and Organizational Culture and Empowerment on the Organizational Effectiveness: Focused on Construction Industry. Korean Association for Organizational Studies, 6(2), 115-151.
  6. Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011). Organizational culture and organizational effectiveness: A meta-analytic investigation of the competing values framework’s theoretical suppositions. Journal of Applied Psychology, 96(4), 677-694.
  7. Hwang, S. C. (2003). Organizational Cultures and Social Workers’ Empowerment in Community Welfare Centers. Journal of Korean Social Welfare Administration, 9, 113-135.
  8. Im, G. H., Yoon, J. S., Son, S. Y., Nam, G. Y., & Jang, M. J. (2014). Effect of Organizational Culture of Nursing Staff of Elderly Care Facilities to the Empowerment. The Korean Journal of Local Government & Administration Studies, 28(2), 265-285.
  9. Kang, J. S. (2006). The Effect of Organizational Culture to Child Care Worker’s Empowerment and Organizational Citizenship Behavior. Korea Journal of Child Care and Education, 45(1), 99-126.
  10. Kim, H. B., & Choi, E. H. (2012). A Study on the Group Culture of Correction and Correctional Officer Empowerment. Correction Forum, 6(2), 153-190.
  11. Korean Society for Learning and Performance (2010). Dictionary of HRD Terms. Seoul, Korea: ELABOR.
  12. Ku, J. K. (2012). Understanding Casino Operations Management: Table Sales in Actuality. Paju, Korea: Daewang-Sa.
  13. Kuark, S. T., & Yang, D. W. (2016). A Study on the effect of Hierarchical culture of Construction Industry to the Empowerment and Organizational Effectiveness. Journal of Digital Convergence, 14(3), 115-126.
  14. Lee, C. K., Kwon, G. S., & Kim, G. Y. (2016). Understanding Casino Industry (4th ed.). Paju, Korea: Daewang-Sa.
  15. Lee, J. H., Kim, H. B., & Kim, S. T. (2016). The Relationships among Organization Culture, Psychology Empowerment, and Organization Effectiveness of Ski Instructors. Journal of Coaching Development, 18(2), 67-75.
  16. Lee, S. W. (2006). A Study on the Effect of Casino Corporate Culture on the Job Satisfaction and Organizational Commitment. Research of Tourism and Leisure, 18(4), 115-134.
  17. Ministry of Culture, Sports and Tourism (2017, April). The status of Casino business in 2017. Retrieved August 5, 2017 from http://www.mcst.go.kr/web/s_data/ statistics/statView.jsp?pSeq=842.
  18. Nam, I. S., & Choi, S. K. (2010). The Effect of Special School Organizational Culture on Teachers Empowerment and Teachers Efficacy. Journal of Rehabilitation Psychology, 17(3), 25-43.
  19. Quinn, R. E. (1988). Beyond rational management: Mastering the paradoxes and competing demands of high performance. San Francisco, CA; Jossey-Bass.
  20. Ryu, J. H., & Shin, H. D. (2011). The Impact of Organizational Culture on Job Satisfaction and Organizational Commitment in Mediation of Empowerment. Yonsei Business Review, 48(2), 213-242.
  21. Schein, E. H. (1996). Culture: The missing concept in organization studies. Administrative Science Quarterly, 41(2), 229-240.
  22. Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96, 981-1003.
  23. Shin, C. W. (2005). Organizational Behavior. Seoul, Korea: Moonyoung-Sa.
  24. Short, P. M. (1994). Defining teacher empowerment. Education, 114(4), 488-493.
  25. Song, H. J., Byun, J. W., & Lee, C. K. (2014). Korea Casino’s Development Plan for Casino Market Change. Tourism Research, 29(5), 1-22.
  26. Song, J. S., & Yang, P. S. (2009). Mediating Effects of the Psychological Empowerment on the Relationship Between Trust in Supervisor and Innovative Behavior. Research of Industrial Economics, 22(5), 2437-2455.
  27. Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management Journal, 38(5), 1442-1465.
  28. Spreitzer, G. M. (1996). Social structural characteristics of psychological empowerment. Academy of management journal, 39(2), 483-504.
  29. Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of management review, 15(4), 666-681.
  30. Vogt, J. F., & Murrell, K. L. (1990). Empowerment in organizations. San Diego, CA: University Associates.
  31. Yi, Y. J. (1994). Testing Main Effects in Interactive Multiple Regression. Korean Management Review, 23(4), 183-210.
  32. Yoon, B. S. (2001). Empowerment: Concept, Theory and Practice. Yonsei Business Review, 38(1), 71-111.
  33. Zammuto, R. F., & O’Connor, E. J. (1992). Gaining advanced manufacturing technologies’ benefits: The roles of organization design and culture. Academy of Management Review, 17(4), 701-728.