• Journal of Industrial Convergence
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• v.1 no.1
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• pp.1-24
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• 2003

The 583 employees as subject for empirical analysis were selected by cluster sampling method in Banwol & Sihwa Industrial complex in Ansan area. This study shows the followings; 1. In the group where the task is unstructured and the subordinate's ability is high, the achievement-oriented and participative leader behavior have positive impact on the subordinate's expectancy. 2. In the group where the task is unstructured and the subordinate's ability is low, the directive leader behavior has positive impact on the subordinate's expectancy. 3. In the group where the task is structured and the subordinate's ability is high, the supportive leader behavior has positive impact on the subordinate's expectancy. 4. In the group where the task is structured and the subordinate's ability is low, only supportive leader behavior has positive impact on the subordinate's expectancy, and the directive leader behavior has no significant impact. 5. The subordinate's need for growth has a strong moderating effect in the relationship between leader behavior and job satisfaction. Finally this study indicates the implication for future theoretical and empirical development.

• Korea Journal of Hospital Management
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• v.12 no.3
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• pp.68-95
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• 2007

This research is designed for studying between transformational leadership and behavior of subordinate. We took a practical analysis with conception of leader acceptance to search function between transformational leadership and self-efficacy. For practical proof of this research, we look hypothetical inspection with collected data after posing a question with medical Staff of 459. The practical analysis of this research is as below. First, We could know that transformational leadership affect partially positive effect to self-efficacy of subordinate. That is, as a result for researching into the influence of subordinate to self-efficacy, setting each element which forms transformational leadership as hypotheses, charismatic behavior and intellectual stimulation of leader's have an positive effect on self-efficacy of subordinate. However, there is no relation between individualized consideration and self-efficacy of subordinate. Second, we analyzed effect of subordinate's acceptance of leader between transformational leadership and acceptance degree of leader, we could know that all of them which is Two subordinate purpose of transformational leadership have a controling effects as there must be existed differences on self-efficacy before and after interaction. It is also another suggestion of this research to provide a clue to next research which is related with the importance of acceptance and it, conception, because we find the fact there could be existed the difference according to acceptance degree of leader.

• Journal of Industrial Convergence
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• v.5 no.2
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• pp.77-97
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• 2007

The 420 employees as subject for emprical analysis were selected in Banwol & Sihwa Industrial Complex in Ansan area. This study shows the followings; 1. In the group where the task is unstructured and the subordinate's ability is high, the achievement - oriented and participative leader behavior have positive impact on the subordinate's expectancy. 2. In the group where the task is unstructured and the subordinate's ability is low, the directive leader behavior has no significant impact on the subordinate's expectancy. 3. In the group where the task is structured and the subordinate's ability is high, the supportive leader behavior has positive impact on the subordinate's expectancy. 4. In the group where the task is structured and the subordinate's ability is low, only supportive leader behavior has positive impact on the subordinate's expectancy, and the directive leader behavior has on significant impact. Finally this study indicates the implication for future theoretical and empirical delelopment.

• Health Policy and Management
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• v.15 no.1
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• pp.97-117
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• 2005

This study was designed to compare the differences m results of supervisor and subordinate rating. Data was collected from personnel evaluation and subordinate rating results for middle managers(n=68) in hospital from 3rd January to 20th March in 2004. Supervisor rating consisted of performance, ability and attitude evaluation. Subordinate rating consisted of leadership, ability and attitude evaluation. Collected data included sociodemographic characteristics, work department, work level, years of work, years at present level and whether working in a patient serving department. The difference of standardized supervisor and subordinate rating score was used to define groups as 'higher in supervisor rating group'. Groups were defined in total score, ability score and attitude score. Main results were as follows: 1. In total score, sectional chiefs were apt to be 'higher in subordinate rating group' while chief clerks were apt to be 'similar group' or 'higher in supervisor rating group'. Staffs in patient serving department were likely to be 'higher in supervisor rating group' and staffs in non-patient serving department were likely to be 'higher in subordinate rating group'. All these results were statistically significant. 2. In ability score, there were no statistically significant differences in age, sex, years of education, work department, work level, years of work and whether working in a patient serving department among 'higher in supervisor rating group', 'similar group' and 'higher in subordinate rating group'. 3. In attitude score, staffs in the department of medical affairs and the department of administration were apt to be 'higher in subordinate rating group'. Staffs in the department of nursing were apt to be 'higher in supervisor rating group'. Staffs in a patient serving department were likely to be 'higher in supervisor rating group' and staffs in a non-patient serving department were likely to be 'higher in subordinate rating group'. All these results were statistically significant. 4. Logistic analysis about total score showed that sectional chiefs had higher Odds Ratio(OR) to be in 'higher in subordinate rating group'. Staffs in a non-patient serving department had higher OR to be in 'higher in subordinate rating group'. Both these results were statistically significant. 5. Logistic analysis about ability score showed that sectional chiefs had higher OR to be in 'higher in subordinate rating group'. Staffs in a non-patient serving department had higher OR to be in 'higher in subordinate rating group'. These results were not statistically significant. 6. Logistic analysis about total score showed that sectional chiefs had higher OR to be in 'higher in subordinate rating group', but the difference was not statistically significant. Staffs in a non-patient serving department had significantly higher OR to be in 'higher in subordinate rating group'. In conclusion, there is no clear superiority between supervisor and subordinate rating in personnel evaluation. It would be better to use a mixed model. It's also suggested to use an intervening rate of application or scores considering work levels and work department in personnel evaluation. These results would be helpful for hospitals planning a supervisor and subordinate rating system for personnel evaluation.

• The Pure and Applied Mathematics
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• v.3 no.2
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• pp.103-111
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• 1996

Let $f(z)=z＋\alpha_2 z^2$＋…＋ \alpha_{n}z^n$＋… be regular and univalent in $\Delta$ = {z : │z│＜1}. In this paper, using the proper subordinate functions, we investigate the some relations between subordinations and conditions of functions belonging to subclasses of univalent functions.

• Journal of the Korean Home Economics Association
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• v.36 no.4
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• pp.189-198
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• 1998

The purpose of this study was to examine the children's social competence according to not only the day care centers overall, but subordinate quality. Subiects for this study involved auditions, observations, and the use of questionnaires. By using a SAS statistic program, the average, and the standard deviation, and the One-way ANOVA/Duncan test were obtained from the study: The following results were obtained from the study: 1. For the test of the day care centers overall and subordinate quality, an average of the centers whole quality scored 2.56 and the subordinate quality ranged from 1.94 to 2.88. 2. When the children's social copetence according to the day care centers overall quality was examined, high-quality centers ranked higher social competence of children than that of low-quality centers. 3. Finally, the children's social competence according to the day care centers subordinate quality was inspected. Here, the results showed a significat difference in the 'planning and operation of curriculum' and the 'interaction between terachers and children'. not unlike the above results, high subordinate-quality day care centers scored higher social competence of children than that of low subordinate-quality day care centers.

• The Journal of the Convergence on Culture Technology
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• v.7 no.1
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• pp.134-139
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• 2021

This paper discusses the types and functions of English subordinate clauses, whether English subordinate clauses (SC) are headed by a Complementizer (CP) or headed by a lexical (but not functional) Preposition (PP). Furthermore, unlike the standard classification, the current paper provides a finer-grained analysis and classification of English SCs. The traditional or prescriptive view on the functions of English SCs includes Noun SC such as complement clauses, Adjectival SC including relative clauses, and Adverbial SCs that cover a garden variety of subordinators. Added to the existing classification of subordination in English is what I notate as Verbless subordinate clause (V-less SC). Of these 4 different types of subordinate clauses with different functions, properties, and distributions, Subjectless Verbless subordinate clause is further divided into Smallest small clause (SSC) which accounts for English subordination mechanism more uniformly and consistently with respect to their clausal architecture, especially when the subordinate clause is neither PP nor CP.

• The Mathematical Education
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• v.47 no.2
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• pp.113-133
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• 2008

This study is to develop the methods of specifying teaching that can consider individual differences in middle school geometry education. The purpose of this study is to decide the variations causing individual differences and to find the proper learning methods considering the variations. Through literature review, this study made it clear that the matter of individual difference is just the matter of talent and examined what factors make up mathematical talents. On the basis of the result, five important variations and fourteen subordinate factors were determined. I researched into the learning methods that consider the determined subordinate factors using the 'congruence' unit of middle school textbooks and developed specific learning methods for each of the subordinate factors through specific congruence problem solving situations. This study can be summarized as follows : I researched the studies of mathematical ability conducted by several educators and psychologists. This research is divided into the early study and the developed study of mathematical ability. Through this study five specific variations were determined. And fourteen subordinate factors have been made from the determined variations. The specific learning methods based on individual differences was developed according to the fourteen subordinate factors on the basis of middle school textbooks of Korea, Gusev's textbook, problem books of Russia, and etc.

• Management & Information Systems Review
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• v.8
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• pp.25-43
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• 2002

Performance evaluation continues to receive attention today as it has for the past few decades. The problem addressed in this paper concerns the relationship between supervisor's causal attributions and their subsequent responses behavior. Previous study in personnel and other disciplines has indicated the importance of causal attributions in the interpretation of poor performance. However, most study has focused on antecedents of attributions than supervisor's responses to the subordinate's poor performance. The objective of this study was to investigate the effects of supervisor's causal attributions and subordinate's responses to a subordinate's poor performance. Specifically, using in the public sector context, the study examined the effects to two dimensions of causal attributions: locus of causality and stability, as well as on the punitiveness of supervisors's responses. The result supported that when the subordinate is internal causes for the performance failure, supervisor's responses were more punitive. Consistent with previous studies, internal attributions were found to result in more punitive behavior than external attribution. In addition, attributions to effort and luck were found to result in more punitive behavior than attributions to ability and task difficulty. Thus, the first hypothesis and second hypothesis supported. These result suggest the importance of appropriately for performance evaluation.

• Asia-Pacific Journal of Business
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• v.11 no.4
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• pp.1-19
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• 2020

Purpose - This study analyzes the intertemporal patterns in personnel decisions made between a supervisor and a subordinate to understand potential supervisor bias in the decisions. A correlation between the current and the most recent personnel decisions made for a subordinate by a current supervisor captures certain relationship-embedded and time-invariant factors in effect. The characteristics speak to the nature of a supervisor bias arising from a relationship, or favoritism. Design/methodology/approach - This study manually collects the executive profile data from annual reports of key Samsung Group affiliates and compile a longitudinal sample of 3,675 executive-years. It mainly explores the logistic regression analysis. Findings - The study finds that a supervisor' previous promotion award to a subordinate does not improve but decreases the likelihood of promotions in ensuing years, suggesting the containment of favoritism; and that the time since the last promotion award to a subordinate by the current supervisor increases the likelihood of both promotions and dismissals of the subordinate. Research implications or Originality - The findings are generally consistent with the theory suggesting that incentive schemes that align interests between an individual and an organization will contain the form of a supervisor bias.