Suchergebnisse

Introduction -- Discussions on the Enforcement of Morality -- Legal Recognition of Same-Sex Relationships in Korea and Europe -- The Principle of Non-Discrimination and Anti-Discrimination Law -- Principle of Proportionality in the Case Law of the ECtHR -- Other Relevant Concepts in the Case Law of the ECtHR -- Case analysis: Non-criminalization of same-sex relations -- Case analysis: Same-Sex Marriage -- General Conclusion.

I examined the relationship between emotional labor and organizational commitment with 208 South Korean public service employees and used structural equation modeling to analyze the data. The results indicated that deep acting was positively associated with the 3 components of organizational
commitment, namely, identification, affiliation, and exchange, and the identification commitment component in particular. However, no significant relationship was found between surface acting and the 3 components of organizational commitment. Thus, South Korean public service employees with
a strong sense of organizational identity and who feel valued by their organization may generate positive emotions and engage in deep acting, leading to a high level of organizational commitment.

Purpose
The purpose of this paper is to gain some insights from a leading scholar of the cross-cultural cognitive social psychology field on how cultural differences are viewed, understood, and dealt with, and thus to contribute to enrich the way cultural differences are framed in cross-cultural management research.


Design/methodology/approach
The author conducts a formal, semi-structured interview with Richard Nisbett for a duration of 90 minutes. The author extracts the key message from the interview and re-structures the conversation in a meaningful manner.


Findings
From his cognitive social psychology lens, Richard Nisbett views that any cross-cultural contact between different thinking styles is advantageous because differences help address the limitations of one's own thinking style.


Research limitations/implications
The insights from cross-cultural cognitive social psychology encourage cross-cultural management researchers to further investigate the positive consequences of cultural differences.


Originality/value
Richard Nisbett's own journey from a young scientist who describes himself as an extreme universalist, to a mature intellectual who understands and appreciates different thinking style, is itself a concrete example of how differences can lead to the positive. The author summarizes three factors that are key to a positive outcome of cultural differences: curiosity and openness to cultural differences; habit of critical thinking; and intense interaction with culturally different others.

Public service workers require higher levels of emotional intelligence because most public service jobs involve emotionally intense work focused on service to the public. Moreover, such emotional work may lead to a high degree of burnout and job dissatisfaction, which directly relates to organizational outcomes. Focusing on public service workers, the present study investigates the relationships between the dimensions of emotional intelligence and job satisfaction, on the one hand, and the dimensions of emotional intelligence and burnout, on the other. In the sample of 167 public service workers in the US, using employed structural equation modeling, the findings reveal that emotion regulation is significantly and negatively related to burnout and that emotional self-awareness is significantly and positively related to job satisfaction. Points for practitioners This study contributes to understanding the relationship between the emotional intelligence dimension and burnout, and the emotional intelligence dimension and job satisfaction, in public service jobs. Emotional intelligence plays a significant role for public service workers whose work involves emotionally intense job characteristics. The findings show that training in emotional intelligence abilities may increase job satisfaction and decrease burnout. Practitioners and professionals working in public management and administration may consider measures of emotional intelligence, especially emotional self-awareness and emotion regulation, in the recruitment process to select potentially effective job applicants.

There is a growing number of older individuals seeking entry-level public service positions; jobs that may not be physically demanding, but may require emotional exertion. Older individuals are more experienced in interpersonal interactions and may be able to manage their emotions better
than can their younger counterparts. However, factors of age and performance of work requiring emotional labor are lacking in public administration research. I conducted a survey with 167 public-service employees in USA, classifying them as younger adults (25 to 44 years old) and older adults
(45 to 65 years old), and examined how performance of work requiring emotional labor mediates employee age by using an individual's pride in their job as a criterion variable. The findings suggested that an employee's age was positively related to pride in the job and better performance of
work requiring emotional labor, and, unless they are mediated by higher level of false face acting, these two variables are significantly related. These findings lead to several suggestions for organizations: first, that public service organizations should open up work opportunities to older
individuals; and second, because of lower wages in the public sector, organizations should offer generous fringe benefits.

I examined the relationship of emotional intelligence (EI) with altruistic-distant behavior and altruistic-local behavior among public officials in the South Korean Central Government. Because South Korean public officials are accustomed to a strong bureaucratic system and value personal
connections, I predicted that they would generate higher altruistic-local behavior than altruistic-distant behavior. Results showed that all EI factors were significantly and positively associated with altruistic-distant behavior, and altruistic-local behavior was associated with factors of
awareness of others' emotions and management of one's own emotions. Individuals with high EI exhibited both altruistic-local behavior and altruistic-distant behavior in the workplace, regardless of their personal connections.

This paper investigates the role of individuals' competence‐based trust and organizational identification (OI) in employees' continuous improvement efforts. The data were collected in a high‐tech multinational joint venture company with a sample of over 490 shop floor workers. The results show that trust is positively related to continuous improvement efforts when employees strongly identify with the organization. For individuals whose OI is weaker, however, trust is not positively related to continuous improvement. OI, on the other hand, not only moderated the relationship between trust and continuous improvement efforts, but also had a strong and positive impact on employees' continuous improvement efforts. Managerial implications are discussed.

Purpose
Utilizing a paradox perspective, the purpose of this paper is to investigate the leadership-followership dynamic in foreign firms in China, specifically, the extent to which Yin-Yang leadership behaviors of Japanese expatriates and cosmopolitanism of Chinese employees influence employee commitment.


Design/methodology/approach
Data were collected through an online survey of Chinese employees who directly report to a Japanese supervisor in a Japanese subsidiary in China. Based on responses from 97 Chinese employees in three Japanese subsidiaries in China, the authors test if their cosmopolitan orientation and perceived Yin-Yang leadership behaviors of Japanese supervisors are related to employee commitment.


Findings
Yin-Yang leadership and cosmopolitan followership have a positive effect on employee commitment. Further, cosmopolitanism moderates the link between Yin-Yang leadership and employee commitment such that the follower's cosmopolitanism compensates for lower levels of Yin-Yang leadership, especially a relative lack of Yin leadership behaviors.


Research limitations/implications
Results suggest that Yin-Yang leadership and cosmopolitan followership work together as a two-way street of cultural adaptability to build employee commitment, highlighting the interplay between leadership and followership in multinational enterprises. Future research should attempt to further refine the Yin-Yang leadership construct, and to gain a larger sample representing multiple expatriate nationalities to corroborate the relationships found in this study.


Originality/value
The study applies a context-based approach to developing culturally relevant leadership, through analyzing both the emic and etic concepts of culture in China. In doing so, the authors extend the application of paradox theories to the cross-cultural leadership literature utilizing the Yin-Yang principle, which is particularly relevant in societal contexts where rapid and dramatic change brings to the fore competing values, needs and employee preferences.