Show simple item record

dc.contributor.authorHur, Seunguken_US
dc.date.accessioned2015-07-11T08:00:27Z
dc.date.available2015-07-11T08:00:27Z
dc.date.issued2015-07-10en_US
dc.identifier.othervt_gsexam:5946en_US
dc.identifier.urihttp://hdl.handle.net/10919/54542
dc.description.abstractIn contrast to the decline of New Public Management (NPM) in many countries, reports on executive agency policy in Korea point to its success. To explore why it has been successful, this study investigates the relationship between multi-level culture and work motivation (i.e., job satisfaction and organizational commitment). This study develops a multi-level framework and examines direct, moderating, and varying contextual effects in the relationships among organizational cultures (clan, adhocracy, market, and hierarchy), individual perceptions of organizational culture, and work motivation, using survey data from 1,535 public employees in 46 executive agencies in Korea and hierarchical linear modeling (HLM). Key findings include, first, clan, adhocracy, market, and hierarchy organizational cultures all have positive associations with organizational commitment; however, individual perceptions of organizational market and hierarchy cultures are negatively related to organizational commitment and job satisfaction. Second, market and hierarchy cultures have positive varying contextual effects in relationships with organizational commitment. Third, organizational culture has more explanatory power than individual perceptions of organizational culture. Finally, efforts to develop and sustain balanced organizational culture evidently led to the success of the executive agency system in Korea. The findings support the argument that NPM reforms need to be examined through the lens of a multi-level culture and balanced culture perspective.en_US
dc.format.mediumETDen_US
dc.publisherVirginia Techen_US
dc.rightsThis Item is protected by copyright and/or related rights. Some uses of this Item may be deemed fair and permitted by law even without permission from the rights holder(s), or the rights holder(s) may have licensed the work for use under certain conditions. For other uses you need to obtain permission from the rights holder(s).en_US
dc.subjectMulti-level cultureen_US
dc.subjectWork motivationen_US
dc.subjectNew Public Managementen_US
dc.subjectContextual effectsen_US
dc.subjectExecutive Agencyen_US
dc.titleMulti-Level Cultures and Public Employee Work Motivation: Focusing on Executive Agency Policy in South Koreaen_US
dc.typeDissertationen_US
dc.contributor.departmentSchool of Public and International Affairsen_US
dc.description.degreePh. D.en_US
thesis.degree.namePh. D.en_US
thesis.degree.leveldoctoralen_US
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen_US
thesis.degree.disciplinePublic Administration and Public Affairsen_US
dc.contributor.committeechairHult, Karen M.en_US
dc.contributor.committeememberJones, Michael D.en_US
dc.contributor.committeememberMiyazaki, Yasuoen_US
dc.contributor.committeememberDudley, Larkin S.en_US
dc.contributor.committeememberLemaire, Robin Hargroderen_US


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record