연구동향 분석
박사

목표모호성과 조직행태 : 조직몰입, 직무만족, 공직봉사동기에 미치는 영향을 중심으로

송성화 송성화 2015년

논문상세정보
인용/피인용
' 목표모호성과 조직행태 : 조직몰입, 직무만족, 공직봉사동기에 미치는 영향을 중심으로' 의 주제별 논문영향력
논문영향력 선정 방법
논문영향력 요약
주제
  • 공직봉사동기(psm)
  • 관료제 조직구조
  • 관리적 직위
  • 목표모호성
  • 조직몰입
  • 직무만족
동일주제 총논문수 논문피인용 총횟수 주제별 논문영향력의 평균
5,859 0

0.0%

' 목표모호성과 조직행태 : 조직몰입, 직무만족, 공직봉사동기에 미치는 영향을 중심으로' 의 참고문헌

  • 행정조직의 레드테이프: 민간조직과의 비교
    김병섭 「한국행정학보」, 30(3): 1-17 [1995]
  • 한국정부관료제
    박천오 서울: 법문사 [2012]
  • 한국 중앙행정기관의 조직구조와 조직몰입 및 직무만족과의 관계 분석 : 구조방정식모형을 적용하여
    김영호(金榮浩) 류은영(柳銀英) 서영석(徐榮奭) 이경호(李競浩) 「한국정책과학학회보」, 14(4): 317-341 [2010]
  • 통계학의 이해와 활용
    고길곤 서울: 문우사 [2014]
  • 직무스트레스와 산출간 관계에서의 조직몰입의 조절역할:지방자치단체 공무원을 중심으로
    고종욱 「한국행정학보」, 40(2):147-166 [2006]
  • 직무만족도와 조직몰입도의 결정요인과 구조분석
    김상욱(Sangwook Kim) 방하남(Hanam Phang) 「한국사회학」, 43(1): 56-88 [2009]
  • 중앙정부 공무원의 자화상: 세대 간 조직몰입 영향요인에 대한 비교 연구
    권영상 오세영 이수영 「한국인사행정학회보」,13(1): 31-62 [2014]
  • 조직혁신문화가 조직구조와 직무만족에 미치는 영향
    이종수 「국가정책연구」, 24(1): 29-53 [2010]
  • 조직학의 주요이론
    오석홍 제 4판. 서울: 법문사 [2011]
  • 조직이론
    오석홍 제 6판. 서울: 박영사 [2009]
  • 조직문화와 리더십이 구성원의 행태에 미치는 영향 연구 : 조직유형별 비교
    한봉주 「한국행정연구」, 19(1): 201-240 [2010]
  • 조직구조와 조직효과성
    김호정 「한국조직학회보」, 1(2): 25-56 [2004]
  • 조직구조, 조직문화 및 조직 효과성의 관계에 관한 연구 : 업무특성별 기관분류를 중심으로
    주효진 「행정논총」, 42(2): 29-53 [2004]
  • 조직관리와 직무만족: 한국의 교육기관에 대한 위계적 선형모형(HLM) 분석
    송미연 전영한 「한국행정학보」, 48(4) [2014]
  • 조직공정성과 조직몰입 및 혁신적 업무행동 간의구조적 인과관계 분석
    신황용 이희선 「한국행정학보」, 47(3): 157-179 [2013]
  • 조직공성성 인식이 조직몰입에 미치는 영향: 경찰조직에서의 상호작용공정성을 중심으로
    엄석진 최낙범 「한국행정학보」,47(3): 181-212 [2013]
  • 조직경험과 업무특성이 PSM(공공봉사동기)에미치는 영향에 대한 분석
    이근주 한에스더 「행정논총」, 50(2): 89-112 [2012]
  • 조절회귀분석의 통계적 검정력에 대한 연구
    한인수 「노사관계연구」, 13: 143-161 [2002]
  • 제약산업의 전략, 영업사원역량, 조직구조가 경영성과에 미치는 영향
    류태모 박풍식 송경수 정동섭 「한국인적자원관리학회」,16(3): 101-122 [2010]
  • 정부규제론
    최병선 서울: 법문사 [1992]
  • 전문가로서 공직가치를 찾아가는 한 여성 행정안전부 공무원의 성장에 관한 사례연구. 서울대학교 한국정책지식센터제 580회 「정책&지식」포럼(2011.10.24
    ) 발제문 [2011]
  • 이성로. 관료와 규제개혁
    이용규 「행정논총」, 40(2): 111-133 [2002]
  • 유학사상과 공공봉사동기와의 관계
    김상묵 「한국정책연구」,12(2): 79-98 [2012]
  • 예결산정보시스템 http://nafs
    assembly.go.kr
  • 엘리트 공무원 김교육 ? 전문성과 창의성, 그리고 토론을통한 정책대안 마련-. 「공직사회의 낭중지추를 찾아서」:139-159
    조선일 서울: 법문사 [2013]
  • 안전행정부 예규
    제40호 6급 이하 실무직 공무원 대외직명제 운영 지침 [2013]
  • 안전행정부 예규
    제98호 공무원 성과평가 등에 관한 지침 [2014]
  • 신공공관리적 행저개혁의 도입과 레드테이프의 수준 변화 ?우리나라 공공조직과 민간조직간의상대적 차이 비교-
    김정렬 안병철 한인섭 함요상 「한국행정논집」, 18(3): 649-673 [2005]
  • 보상 유형에 대한 차별적 기대가 공무원의 성과에 미치는 영향에 관한 연구
    이근주(李根柱, Geunjoo Lee) 이혜윤(李惠允, Haeyoon Lee) 「한국행정학보」, 41(2): 117-140 [2007]
  • 법제처 국가법령정보센터(http://www
    law.go.kr
  • 미국 NPO 조직에서의 조직공정성, 조직몰입, 조직시민행동간 관계고찰; 교차수준 분석 (cross-level study) 을중심으로
    김정인 김호균 「한국행정학보」, 47(2): 161-187 [2013]
  • 목표관리제의 주요 쟁점과 과제: Robert Behn의공공관리 주요 질문들(The Big Questions of PublicManagement)을 중심으로
    정광호 조경호 「행정논총」, 41(3): 155-187 [2005]
  • 목표 모호성이 관료주의문화에 미치는 영향
    전영한 ( Young Han Chun ) 「행정논총」, 42(4): 1-21 [2004]
  • 동기이론의 새로운 접근: 공공봉사동기
    「인사행정」서울: 행정안전부, 2(1): 44-47 [2012]
  • 대학생의 직업선택동기와 공직동기
    고길곤 박치성 「행정논총」,48(2): 339-368 [2010]
  • 구조방정식모형 : 이해와 활용
    심준섭 서울: 법문사 [2013]
  • 관료적 자율성의 두 얼굴: 한국 중앙행정기관 실증분석
    오재록 전영한 「행정논총」, 50(3): 153-174 [2012]
  • 과정추적 방법을 통한 공직봉사동기와 낭중지추의 관계에관한 연구
    배귀희 「한국사회와 행정연구」, 22(4): 473-495 [2012]
  • 공직봉사동기와 낭중지추 : 보건복지부 L 서기관의 사례를 중심으로. 서울대학교 한국정책지식센터 제 592회 「정책&지식」포럼(2011.12.5
    ) 발제문 및 토론문 [2011]
  • 공직동기의 결정요인에 대한 실증분석
    김서용 「행정논총」, 47(2): 181-209 [2009]
  • 공직동기(PSM)의 선행요인: 사회화 요인의 비교분석
    김서용 박병주 조성수 「한국행정학보」, 44(1): 147-177 [2010]
  • 공직 선택동기와 공무원의 행태
    김상묵 「한국행정연구」, 14(2):297-325 [2005]
  • 공사부문 종사자간 동기요인의 차이분석: PSM을 활용하여
    「한국행정연구」, 14(2): 71-99 [2005]
  • 공무원의 공공봉사동기와 직무태도에 대한 실증적연구: 직무만족과 조직몰입을 중심으로
    조창현 최무현 「지방정부연구」,17(1): 343-366 [2013]
  • 공무원과 회사원의 동기부여 요인 비교
    김호정 「한국행정논집」, 12(2): 265-285 [2000]
  • 공공조직의 목표모호성: 개념, 측정 그리고 타당화
    전영한 「한국행정학보」, 38(5): 49-66 [2004]
  • 공공조직론
    정우일 서울: 박영사 [2006]
  • 공공조직, 민간조직 종사자들간의 욕구체계 비교분석과 정책적 함의 - 효과적 인력관리를 위한 인센티브의 운용 관점에서
    「사회과학논집」, 28: 149-168 [1997]
  • 공공부문 조직과 민간기업 조직의 직무만족도 비교 분석
    김태일 정광호 「한국정책학회보」, 12(3): 1-29 [2003]
  • 공공봉사동기와 공무원의 업무성과
    이근주 「한국사회와 행정연구」, 16(1): 81-104 [2005]
  • 공공,민간조직 비교연구 메타분석: Sayre명제의 재검증
    전영한 ( Young Han Chun ) 「행정논총」, 47(2): 61-93 [2009]
  • 계층제인가 네트워크인가? - 한국의 정책집행구조에 관한 법률분석
    송성화 전영한 「한국사회와 행정연구」, 23(3): 63-86 [2012]
  • 가부장적 행정문화 속에서의 규제기관 및 관료의 포획현상
    사공영호 「한국행정학보」, 32(2): 113-129 [1998]
  • 『한국인의 심리학』
    최상진 서울: 학지사 [2012]
  • 「행정에 관한 공무원 인식조사」
    한국행정연구원 한국행정연구원 [2010]
  • 「한국행정조직」
    임도빈 조석준 서울:법문사 [2010]
  • 「한국인의 공직봉사동기-세계적보편성과 한국적 특수성-」
    서울: 집문당 [2013]
  • 「한국 관료제의 이해」
    박경효 박천오 서울: 법문사 [2002]
  • 「새행정학 2.0」
    이종수 서울: 대영문화사 [2014]
  • 「새인사행정론」
    강성철 전정7판 서울: 대영문화사 [2011]
  • 「구조방정식 모형의 개념과 이해」
    우종필 서울: 한나래아카데미 [2012]
  • 「고급통계분석론 ?이론과 실습-」
    이희연 제 2판 서울:문우사 [2013]
  • 「Amos 21 구조방정식 모델링 -원리와 실제」
    배병렬 서울: 청람 [2014]
  • “공 사 조직의 조직구조와 조직효과성 간의 비교연구: 다차원적 조직몰입의 매개효과 검증”
    류병곤 류은영 「지방정부연구」,16(3): 437-468 [2012]
  • “갈등관리방식이 조직효과성에 미치는 영향:개인특 성요인의 조절효과를 중심으로”
    은재호 장현주 「행정논총」, 50(4): 23-51 [2012]
  • Zahariadis, N. (2007). The multiple streams framework: Structure,limitations, prospects. In Theories of the policy process 2nded.
  • Yang, Kaifeng and Pandey, Sanjay K. (2009). “How Do PerceivedPolitical Environment and Administrative Reform Affect EmployeeCommitment?” Journal of Public Administration Research andTheory, 19(2): 335-360.
  • Wright, Bradley E. and Pandey, Sanjay K. (2008). Public ServiceMotivation and the Assumption of Person?Organization FitTesting the Mediating Effect of Value Congruence.Administration & Society, 40(5): 502-521.
  • Wright, Bradley E. and Kim, Soonhee (2004). Participation’s Influenceon Job Satisfaction :The Importance of Job Characteristics.Review of Public Personnel Administration, 24(1): 18-40.
  • Wright, Bradley E. and Davis, B. S. (2003). Job Satisfaction in thePublic Sector the Role of the Work Environment. TheAmerican Review of Public Administration, 33(1): 70-90.
  • Wright, Bradley E. (2004). The Role of Work Context in WorkMotivation: A Public Sector Application of Goal and SocialCognitive Theories. Journal of Public AdministrationResearch and Theory, 14(1): 59-78.
  • Winter, Soren C. (2002). ‘Explaining Street-level BureaucraticBehaviour in Social and Regulatory Policies’, paperpresented at the XIII Research Conference of the NordicPolitical Science Association Aalborg, 15?17 August.
  • Wilson, P. A.(1999), “A theory of power and politics and their effectson organizational commitment of senior executive servicemembers,” Administration & Society, 31(1), 120-141.
  • Wilson, James Q. (1989). Bureaucracy : What Government AgenciesDo and Why They Do It. Basic Books, Inc.
  • West, William F. (1997). Searching for a Theory of BureaucraticStructure. J ournal of Public Administration Research andTheory, 7(4): 591-614.
  • Weiss, J. A. and Piderit, S. K. (1999). The value of mission statementsin public agencies. Journal of Public AdministrationResearch and Theory, 9(2): 193-224.
  • Weingast, Barry R. and Moran., Mark J. (1983). BureaucraticDiscretion or Congressional Control? RegulatoryPolicymaking by the Federal Trade Commission. Journal ofPolitical Economy, 91(5): 765-800.
  • Walker, Richard M. and Brewer, Gene A. (2009). Can Management StrategyMinimize the Impact of Red Tape on Organizational Performance?.Administration & Society, 41(4): 423-448.
  • Vandenabeele, Wouter (2008). Government calling: Public service motivation as an element in selecting government as an employer of choice. Public Administration, 86(4): 1089– 1105.
  • Thomson, James. (1967). Organization in Action. New York: McGraw-Hill.
  • Thomas, Craig W. and Fumia, Danielle (2011). The Effect of ProgramSize and Goal Ambiguity on Performance: An Analysis ofPART Assessments for 165 Environmental Programs.Prepared for delivery at the 11th National PublicManagement Research Conference, Syracuse University,June 2-4, 2011.
  • Taylor, Jeannette and Westover, Jonathan H. (2011). Job Satisfactionin The Public Service. Public Management Review, 13(5):731-751.
  • Sun, Rusi, Peng, Shuyang and Pandey, Sanjay K. (2014). Testing theEffect of Person-Environment Fit on Employee Perceptionsof Organizational Goal Ambiguity. Public Performance &Management Review, 37(3): 465-495.
  • Steinhaus, Carol S. and Perry, James L. Organizational Commitment:Does Sector Matter?. Public Productivity & ManagementReview, 19(3): 278-288.
  • Steers, Richard M. (1977). Antecedents and Outcomes of OrganizationalCommitment. Administrative Science Quarterly, 22(1):46-56.
  • Stazyk, Edmund C., Pandey, Sanjay K., and Bradley E. Wright (2011).Understanding Affective Organizational Commitment: TheImportance of Institutional Context. The American Reviewof Public Administration, 41(6): 603?624.
  • Stazyk, Edmund C., Davis, Randall S. jr. and Liang Jiaqi. (2012)Examining the links between workforce diversity,organizational goal clarity and job satisfaction. APSA 2012Annual Meeting Paper.
  • Stazyk, Edmund C. and Goerdel, Holly T. (2011). The Benefits ofBureaucracy: Public Managers’ Perceptions of PoliticalSupport, Goal Ambiguity, and Organizational Effectiveness.Journal of Public Administration Research and Theory,21(4): 645-672.
  • Solinger, Omar N., van Olffen, Woody and Roe, Robert A. (2008).Beyond the three-component model of organizationalcommitment. Journal of Applied Psychology, 93(1): 70?83.
  • Seidman, William H. (1983). Goal Ambiguity and OrganizationalDecoupling: The Failure of "Rational Systems" ProgramImplementation. Educational Evaluation and Policy Analysis,5(4): 399-413.
  • Scott, P. G. and Pandey, S. K. (2005). Red Tape and Public ServiceMotivation Findings from a National Survey of Managersin State Health and Human Services Agencies. Review ofPublic Personnel Administration, 25(2): 155-180.
  • Rourke, Francis E. (1984). Bureaucracy, politics, and public policy, 3rded. New York, NY: Boston, Little, Brown.
  • Rizzo,John,R.,House,Robert,J.and Lirtzman,Sidney,I.,1970,“RoleConflictand Ambiguity in Complex Organizations”,AdministrativeScienceQuarterly15(2):150-163.
  • Rainey, Hal. G. and Jung, Chan Su..(2014). A Conceptual Framework forAnalysis of Goal Ambiguity in Public Organizations .Journal of Public Administration Research and Theory. doi:10.1093/jopart/muu040 First published online: August 18,2014.
  • Rainey, Hal. G. (2009). Understanding and Managing Public Organization. 4thedition. Jossey-Bass.
  • Rainey, Hal G., Pandey, Sanjay and Bozeman, Barry(1995). Public and PrivateManagers' Perceptions of Red Tape. Public AdministrationReview, 55(6): 567-574.
  • Rainey, Hal G. and Steinbauer, Paula (1999). Galloping Elephants: DevelopingElements of a Theory of Effective Government Organizations.Journal of Public Administration Research and Theory. 9(1):1-32.
  • Porter, Lyman W., Steers, Richard M. and Mowday, Richard T.(1974). Organizational commitment, job satisfaction, andturnover among psychiatric technicians. Journal of appliedpsychology, 59(5): 603-609.
  • Podsakoff, P. M., S. B. MacKenzie, J. Y. Lee and N. P. and Podsakoff(2003). Common Method Biases in Behavioral Research: ACritical Review of the Literature and RecommendedRemedies. Journal of Applied Psychology, 88(5): 879-903.
  • Pinder, Craig C. (2008). Work Motivation in Organizational Behavior.2nd ed. Psychology Press.
  • Pfeffer, Jeffrey, and Gerald R. Salancik. 1978, 2003). The externalcontrol of organizations: A resource dependence perspective.New York, NY: Harper & Row.
  • Peters, B. Guy (2000). Policy Instruments and Public Management:Bridging the Gaps. Journal of Public AdministrationResearch and Theory, 10(1): 35-47.
  • Perry, James L. and Wise, Lols R. (1990). The Motivational Bases ofPublic Service. Public administration review. 50(3): 367-373
  • Perry, James L. and Porter, Lyman W. (1982). Factors Affecting theContext for Motivation in Public Organizations. Academy ofManagement Review, 7(1): 89-98.
  • Perry, James L. (2000). Bring Society in : Toward a theory of publicservicemotivation. J ournal of Public AdministrationResearch and Theory, 10(2): 471-488.
  • Perrow, Charles (1967). A Framework for the Comparative Analysis ofOrganizations. American Sociological Review, 32(2):194-208.
  • Park, Sung Min and Rainey, Hal G. (2007). Antecedents, Mediators,and Consequences of Affective, Normative, and ContinuanceCommitment: Empirical Tests of Commitment Effects inFederal Agencies. Review of Public PersonnelAdministration, 27(3): 197-226.
  • Pandey, Sanjay K., and Kingsley, G. (2000). Examining Red Tape inPublic and Private Organizations: Alternative Explanationsfrom a Social Psychological Model. J ournal of PublicAdministration Research and Theory, 10(4): 779-800.
  • Pandey, Sanjay K. and Wright, Bradley E. (2006). Connecting the Dotsin Public Management: Political Environment, OrganizationalGoal Ambiguity, and the Public Manager’s Role Ambiguity..Journal of Public Administration Research and Theory,16(4): 511?532.
  • Pandey, Sanjay K. and Scott, Patrick G. (2002). Red Tape: A Reviewand Assessment of Concepts and Measures.. Journal ofPublic Administration Research and Theory, 12(4): 553-580.
  • Pandey, Sanjay K. and Rainey, Hal G. (2006). Public Managers'Perceptions of Organizational Goal Ambiguity: AnalyzingAlternative Models. International Public ManagementJournal, 9(2): 85-112.
  • O‘ Loughlin, Michael G. (1990). What is bureaucracy accountability andHow can we measure it?. Administration & Society, 22(3):275-302.
  • Niskanen, W. A. (1971). Bureaucracy and representative government.Chicago: Aldin, Atherton.
  • Newstrom, John W. and Davis, Keith.(2002). Organizational behavior :human behavior at work. 11th ed. Boston, Mass. :McGraw-Hill/Irwin.
  • Moynihan, Donald P., and Pandey, Sanjay K. (2005). Testing howmanagement matters in an era of government byperformance management. Journal of Public AdministrationResearch and Theory, 15(4) :21?39.
  • Mowday, R. T., Porter, L. W. and Steers., R. M.(1982).Employee-organization Linkages: The Psychology ofCommitment, Absenteeism, and Turnover. New York:Academic Press.
  • Morris, James H and Steers, Richard M. (1980). Structural Influenceson Organizational Commitment. Journal of VocationalBehavior, 17(1): 50-57
  • Moon, M. Jae (2000). Organizational commitment revisited in newpublic management. Public Performance and ManagementReview, 24(2): 177?94.
  • Molnar, Joseph J, and Rogers, David L. (1976). OrganizationalEffectiveness: An Empirical Comparision of the Goal andSystem Resource Approaches. The Sociological Quarterly,17(3): 401-413.
  • Molina-Castillo, Francisco-Jose, Calantone, Roger J. Calantone, Stanko,Michael A. and Munuera-Aleman, Jose-Luis (2013). ProductQuality as a Formative Index: Evaluating an AlternativeMeasurement Approach. Journal of Product InnovationManagement, 30(2): 380?398.
  • Moe., Terry M. (1990). The Politic of Structural Choice: Toward aTheory of Public Bureaucracy. In Organization theory:from Chester Barnard to the present and beyond: 116?153.
  • Miller, Gary (2000). Above Politics: Credible Commitment and Efficiency inthe Design of Public Agencies. Journal of PublicAdministration Research and Theory, 10(2): 289-328.
  • Michael, James and Yukl, Gary (1993). Managerial Level and SubunitFunction as Determinants of Networking Behavior inOrganizations. Group & Organization Management., 18(3):328-351.
  • Meyer, John P., and Natalie Allen (1991). A three-componentconceptualization of organizational commitment. HumanResource Management Review, 1(1): 61?89.
  • Meyer, J. P., Stanley, D. J., Herscovitch, L., and Topolnytsky, L.(2002). Affective, continuance, and normative commitment tothe agency: A meta-analysis of antecedents, correlates, andconsequences. Journal of Vocational Behavior, 61(1): 20-52.
  • Meier, Kenneth J. and O’Toole, L. J., Jr (2001) Managerial Strategiesand Behavior in Networks: A Model with Evidence fromU.S. Public Education. J ournal of Public AdministrationResearch and Theory. 11(3): 271?293.
  • Meier, Kenneth J. and Favero, Nathan and O'Toole, Laurence J. (2013).Goal ambiguity and performance: The effect of employeeconsensus regarding organizational goals. In: 71st AnnualMidwest Political Science Association Conference, Chicago,11-14 April 2013 (pp.1-21).
  • Meier, Kenneth J. and Bohte, John (2007). Politics and TheBureaucracy: Policymaking in the fourth branch ofGovernment. 5th ed. Thomson Wadsworth.
  • Meier, Kenneth J. (1985). Regulation: Politics, Bureaucracy andEconomics S. Martin's Press Inc New York.
  • Maynard-Moody, Steven., and Portillo, Shannon (2010). Street-levelbureaucracy theory. In The Oxford Handbook AmericanBureaucracy.
  • Mathieu, John E., Zajac, Dennis M. (1990). A review andmeta-analysis of the antecedents, correlates, andconsequences of organizational commitment. Psychologicalbulletin, 108(2): 171-194.
  • Markovits, Yannis, Davisa,, Ann J. Fayb, Doris Fayb and Dick, Rolf van(2010). The link between job satisfaction and organizationalcommitment: Differences between public and private sectoremployees. International Public Management Journal, 13(2):177-196.
  • March, James a. and Olsen, Johan P. (1976). Ambiguity and choice inorganizations. Bergen etc.: Universitetsforlaget.
  • MacDonald, D. S. and Clark, D. N. (1996). The Koreans: Contemporarypolitics and society. Boulder, CO: Westview press.
  • Lynn, Laurence. E., Heinrich, C. J. and Hill, C. J. (2001). ImprovingGovernance: A New Logic for Empirical Research, Washington,DC: Georgetown University Press.
  • Lynn, Laurence E. (1981). Managing the public’s business: The job ofthe government executive. New York: Basic Books.
  • Lowi, Theodore J. (1972). Four Systems of Policy, Politics, and Choice.Public Administration Review, 32(4): 298-310.
  • Locke, Edwin A., and Latham, Gary P. Latham (2002). Building a practicallyuseful theory of goal setting and task motivation: A 35-yearodyssey. American Psychologist, 57(9): 705?17.
  • Lipsky, M. (1980) Street-level Bureaucracy: Dilemmas of the Individualin Public Services. New York: Russell Sage Foundation
  • Light, Paul C. (2002). The Troubled State of the Federal PublicService. Washington. DC: The Brookings Institution'sCenter for Public Service. Available at www.brookings.edu/media/research/files/papers/2002/6/27.
  • Lewis, Gregory B. and Frank, Sue A. (2002). Who Wants to Work forthe Government?. Public Administration Review, 62(4): 395?404.
  • Lee, Jung Wook , Rainey, Hal. G. and Chun, Young Han. (2009). Of Politicsand purpose: Political salience and goal ambiguity of US federalagencies. Public Administration, 87(3): 457-484.
  • Lan, Zhiyong Lan and Rainey, Hal G. (1992). Goals, Rules, andEffectiveness in Public, Private, and Hybrid Organizations:More Evidence on Frequent Assertions About Differences.Journal of Public Administration Research and Theory, 2(1): 5-28.
  • LISREL 9.1 구조방정식 모델링: 원리와 실제
    배병렬 서울:청람 [2014]
  • Kim, Sangmook (2005). Individual-level factors and organizationalperformance in government organizations. J ournal of PublicAdministration Research and Theory, 15(2): 245-262.
  • Kim, S., et al. (2013). Investigating the structure and meaning ofpublic service motivation across populations: Developing aninternational instrument and addressing issues ofmeasurement invariance. Journal of Public AdministrationResearch and Theory, 23(1): 79-102.
  • Kim, S. and W. Vandenabeele (2010). A strategy for building publicservice motivation research internationally. Publicadministration review, 70(5): 701-709.
  • Khan, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D. & Rosenthal, R.A. (1964). Organizational Stress: Studies in Role Conflictand Ambiguity. New York: Wiley.
  • Kelemen, Mihaela (2000). Too Much or Too Little Ambiguity: TheLangeage of total Quality Management. Journal ofManagement Studies, 37(4): 483-498.
  • Jung, Chan Su and Rainey, Hal. G. (2010). Goal ambiguity research ingovernment In Public management and Performance :research Direction. 34-59. Cambridge University Press.
  • Jung, Chan Su and Lee, Soo-Young (2012). The Hawthorne StudiesRevisited: Evidence From the US Federal Workforce.Administration & Society, published online before print 8October 2012.
  • Jung, Chan Su (2011). Organizational Goal Ambiguity and Performance:Conceptualization, Measurement, and Relationships.International Public Management Journal, 14(2) :193-217.
  • Hrebiniak, Lawrence G. and Alutto, Joseph A.(1972). Personal andRole-Related Factors in the Development of OrganizationalCommitment. Administrative Science Quarterly, 17(4):555-573.
  • Houston, David J. (2000). Public-Service Motivation: A MultivariateTest. Journal of Public Administration Research and Theory,10(4): 713-728.
  • Hill, Eliadis. P, M.M and Howlett. M.(2005). Designing Government :From Instrument to Governance. McGill-Queen'sUniversity Press.
  • Hicklin, Alisa, O’Toole, L. J. Jr, and Meier, Kenneth J. (2008). Serpentin the sand : Managerial Networking and nonlinearinfluence on organizational performance. Journal of PublicAdministration Research and Theory, 18(2): 253-273.
  • Hall. T. E. and L. O'Toole, J. Jr.(2000) Structures for policyimplementation: An analysis of natural legislation,1965-1966 and 1993-1994. Administration & Society, 31(6):667-686.
  • Gruneberg, M. M. (1979). Understanding Job Satisfaction. TheMacmillan Press Ltd, London.
  • Golden, Marissa Martino (1992). Exit, Voice, Loyalty., and Neglect:Bureaucratic Responses to Presidential Control During theReagan Administration. J ournal of Public AdministrationResearch and Theory, 2(1): 29-62.
  • Glisson, Charles and Durick, Mark (1988). Predictors of JobSatisfaction and Organizational Commitment in HumanService Organizations. Administrative Science Quarterly,33(1): 61-81.
  • Gabris, Gerald T. and Simo, Gloria(1995). Public Sector Motivation asan Independent Variable Affecting Career Decisions. PublicPersonnel Management, 24(1): 33-51.
  • Friedman, B(2006). Policy Analysis as Organizational Analysis. In TheOxford Handbook of Public Policy. New York: OxfordUniversity Press.
  • Frederickson, H. G. and Smith, K. B. (2003). The PublicAdministration Theory Primer. Westview Press.
  • Fischer, Ronald and Mansell, Angela (2009). Commitment acrosscultures: A meta-analytical approach. Journal ofInternational Business Studies, 40: 1339-1358.
  • Feeney, M. K. and DeHart-Davis, L. (2009) Bureaucracy and PublicEmployee Behavior: A Case of Local Government. Reviewof Public Personnel Administration, 29(4): 311?26.
  • Ehrgott, Matthias, Reimann, Felix, Kaufmann1, Lutz and Carter, CraigR. (2013). Environmental Development of EmergingEconomy Suppliers: Antecedents and Outcomes. J ournal ofBusiness Logistics, 34(2): 131?147.
  • Downs, A.(1967). Inside Bureaucracy. Boston, Mass:Little, Brown andCo.
  • Dilulio, John D. Jr(1994) Principled Agents: The Cultural Bases ofBehavior in a Federal Government Bureaucracy. Journal ofPublic Administration Research and Theory, 4(3): 277-318.
  • Dess, G. G., Miller, A. (1993). Strategic Management. McGraw-Hill,New York.
  • DeHart-Davis, Leisha, Davis, Randall S. and Mohr, Zachary (2014).Green Tape and Job Satisfaction: Can Organizational RulesMake Employees Happy?. Journal of Public AdministrationResearch and Theory. doi: 10.1093/jopart/muu038 Firstpublished online: August 7, 2014.
  • DeHart-Davis, Leisha and Pandey ,Sanjay K. (2005). Red Tape andPublic Employees: Does Perceived Rule DysfunctionAlienate Managers?. Journal of Public AdministrationResearch and Theory, 15(1): 133-148.
  • Davis, Randall S. and Stazyk, Edmund C. (2014). Developing andTesting a New Goal Taxonomy: Accounting for theComplexity of Ambiguity and Political Support. Journal ofPublic Administration Research and Theory. doi:10.1093/jopart/muu015 First published online: April 11, 2014
  • Daft, Richard L. Understanding the Theory and Design Organizations.번역본. 「조직이론과 설계」
    서울: 한경사 [2010]
  • Chun, Young Han and Rainey, Hal. G. (2005a). Goal Ambiguity in U.S.Federal Agencies. J ournal of Public AdministrationResearch and Theory, 15(1): 1-30.
  • Chun, Young Han (2003). Goal Ambiguity in Public Organizations:Dimensions, Antecedents, and Consequences. Ph. D.dissertation, University of Georgia.
  • Cho, Kyung-Ho and Lee, Seok-Hwan (2001). Another Look atpublic-private distinction and organizational commitment :A cultural explanation. International J ournal ofOrganizational Analysis, 9(1): 84-102.
  • Campbell, John P. (1977). On the Nature of OrganizationalEffectiveness. In New Perspectives on OrganizationalEffectiveness. Paul S. Goodman, Johannes M. Pennings, andAssociates. eds.. San Francisco: Jossey-Bass. 13-62.
  • Camilleri, E. (2007). Antecedents Affecting Public Service Motivation.Personnel Review, 36(3): 356?377.
  • Caillier, James. G. (2014). Does Public Service Motivation Mediate theRelationship between Goal Clarity and both OrganizationalCommitment and Extra Behaviors?. Public Managementreview, 70(5): 701-709.
  • Buelens, Mrc and Van den Broeck, Hermen (2007). An Analysis ofDifferences in Work Motivation between Public and PrivateSector Organizations. Public Administration Review, 67(1):65?74.
  • Buchanan, B. (1974). Government Managers, Business Executives, andOrganizational Commitment. Public Administration Review,34(4): 339?347.
  • Brewer, G. A., and Selden, S. C. (2000). Why elephants gallop:Assessing and predicting organizational performance infederal agencies. J ournal of Public Administration Researchand Theory, 10(4): 685?712.
  • Brewer, G. A. (2000). A Portrait of Public Servants: EmpiricalEvidence from Comparisons with Other Citizens. Ph. D.dissertation, University of Georgia.
  • Bressers, H and L. O'Toole, J. Jr (1998). The Selection of policy Instrument:a Network-based Perspective. Journal of Public Policy, 18(3):213-239.
  • Bozeman, Barry. (1993). A Theory of Government 'Red tape'. Journalof Public Administration Research and Theory, 3(3):273-304.
  • Bozeman, Barry and Scott, P. (1996). Bureaucratic Red Tape andFormalization: Untangling Conceptual Knots. AmericanReview of Public Administration, 26(1): 1-17.
  • Bozeman, Barry and Rainey, Hal G. (1998). Organizational Rules andthe "Bureaucratic Personality. American J ournal of PoliticalScience, 42(1): 163-189.
  • Boyne, George A. (2002). Concepts and Indicators of Local AuthorityPerformance: An Evaluation of the Statutory Frameworksin England and Wales. Public Money & Management,22(2): 17-24.
  • Boyne, G., Meier, K., O'Toole, L. J and Walker, R. (2006). Public ServicePerformance. Cambridge University Press.
  • Boyne, G. and Walker, R. (2005). Introducing the ‘‘Determinants ofPerformance in Public Organizations’’ Symposium. J ournalof Public Administration Research and Theory, 15(4): 483?488.
  • Bourgeos, L. J. (1980). Performance and Consensus. StrategicManagement Journal, 1(3): 227-248.
  • Behn, Robert D. (1995). The big questions of public management.Public Administration Review, 55(4): 313-324.
  • Bastien, J. (2009). Goal ambiguity and informal discretion in theimplementation of public policies: the case of Spanishimmigration policy. International Review of AdministrativeSciences, 75(4): 665-685.
  • Bass, Bernard M., Avolio, Bruce J., Jung, Dong I., Berson, Yair (2003).Predicting Unit Performance by Assessing Transformationaland Transactional Leadership. Journal of AppliedPsychology, 88(2): 207?218.
  • Baron, Reuben M. and Kenny, David A. (1986). TheModerator-Mediator Variable Distinction in SocialPsychological. Research: Conceptual, Strategic, andStatistical Considerations. Journal of Personality and SocialPsychology. 51(6): 1173-1182.
  • Bandura, Albert (1989). Self-regulation of motivation and actionthrough internal standards and goal systems. In Pervin,Lawrence A. (Ed), Goal concepts in personality and socialpsychology.(pp. 19-85). Hillsdale, NJ, England: LawrenceErlbaum Associates, Inc.
  • Balfour, D. L. and B. Wechsler.(1996). Organizational commitment:Antecedents and outcomes in public organizations. PublicProductivity & Management Review, 19(3): 256-277.
  • Baldwin, J. Norman.(1987). Public versus private: Not that different,not that consequential. Public Personnel Management,16(2) :181?93.
  • Angle, Harold L. and Perry, James L.(1981). An Empirical Assessmentof Organizational Commitment and OrganizationalEffectiveness. Administrative Science Quarterly, 26(1):1-14.
  • Andrews, Rhys, Boyne, George A. and Walker Richard M.(2006).Subjective and Objective Measures of OrganizationalPerformance: An Empirical Exploration. In Public ServicePerformance: Perspectives on Measurement andManagement. ed. George A. Boyne, Kenneth J. Meier,Laurence J. O'Toole. and Richard M. Walker. Cambridge:Cambridge University Press.
  • (2010). Goal Ambiguity, Work Complexity, and Work Routinenessin Federal Agencies. The American Review of PublicAdministration. 40(3): 284-308.
  • (2013). Organizational Goal Ambiguity and Job Satisfaction inthe Public Sector Journal of Public Administration Researchand Theory, doi: 10.1093/jopart/mut020 First published online:April 1, 2013.
  • (2012). Why are goals important in the public sector?Exploring the benefits of goal clarity for reducing turnoverintention. Journal of Public Administration Research andTheory, 24(1) :209-234.
  • (2011). Public Organizations and Mission Valence WhenDoes Mission Matter?. Administration & Society, 43(1):22-44.
  • (2011). Organizational Goal Characteristics and Public DutyMotivation in U.S. Federal Agencies. Review of PublicPersonnel Administration, 31(1): 28?47.
  • (2010). Revisiting the Motivational Bases of Public Service:Twenty Years of Research and an Agenda for the Future .Public Administration Review, 70(5). 681-690.
  • (2009). Testing the structure of public service motivation inKorea: A research note. J ournal of Public AdministrationResearch and Theory, 19(4): 839-851.
  • (2008) Management Theory and Occam’s Razor: How PublicOrganizations Buffer the Environment. Administration &Society, 39(8): 931?958.
  • (2007). Public service and motivation: does mission matter?.Public administration review, 67(1): 54-64.
  • (2007). Finding Workable Levers over Work Motivation:comparing Job Satisfaction, Job involvement, andOrganizational commitment. Administration & Socitety,39(7): 803-832.
  • (2005b). Goal Ambiguity and Organizational Performance inU.S. Federal Agencies. J ournal of Public AdministrationResearch and Theory, 15(4): 529-557.
  • (2004). Shaping Formal Networks Through theRegulatory Process” Administration & Society, 36(2):186-206.
  • (2003). Public Management and Educational Performance:The Impact of Managerial Networking. PublicAdministration Review, 63(6): 689?699.
  • (2001). Public sector work motivation: A review of thecurrent literature and a revised conceptual model. J ournal ofPublic Administration Research and Theory, 11(4): 559?86.
  • (2000). Studying and Public Management Why? How?. InGovernance and Performance New Perspectives.Georgetown University Press. Washing D. C.
  • (2000). Bureaucracy and Red Tape. Upper Saddle River,N.J.: Prentice-Hall.
  • (1998). Whistle Blowers in the Federal Civil Service:NewEvidence of the Public Service Ethic. Journal of PublicAdministration Research and Theory, 8(3): 413-439.
  • (1996). Measuring Public Service Motivation: An Assessmentof Construct Reliability and Validity. Journal of PublicAdministration Research and Theory, 6(1): 5-22.
  • (1993). Toward a theory of goal ambiguity in public organizations.In Research in public administration 2 : 121-166.
  • (1991). Commitment, performance, and productivity in publicorganizations. Public Productivity & Management Review14(4): 355-367.
  • (1990). Organizational commitment: A reconceptualizationand empirical test of public-private differences. Review ofPublic Personnel Administration, 10(3): 23-40.
  • (1983). Public agencies and private firms: Incentivestructures, goals, and individual roles. Administration andSociety 15(2): 207?42.
  • (1979). The end of liberalism. New York: W. W. Norton.
  • (1975). ‘Red Tape and the Service Ethic: Some UnexpectedDifferences Between Public and Private managers.Administration and Society, 6(4): 423?438.
  • (1961). The Analysis of Goals in Complex Organizations.American Sociological Review, 26(6): 854-866.