26 research outputs found

    ๋ฉ”ํƒ€่ช็Ÿฅ ๆ•ŽๆŽˆ๏งๅž‹๊ณผ ็ตฑๅˆถๆ‰€ๅœจ๊ฐ€ ๅญธ็ฟ’ๆˆฐ็•ฅๆดป็”จ์— ๋ฏธ์น˜๋Š” ๆ•ˆๆžœ

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    ํ•™์œ„๋…ผ๋ฌธ(์„์‚ฌ)--์„œ์šธๅคงๅญธๆ ก ๅคงๅญธ้™ข :ๆ•Ž่‚ฒๅญธ็ง‘ ๆ•Ž่‚ฒๆ–นๆณ•ๅฐˆๆ”ป,1996.Maste

    [์‹œ๋ก ] ํฌ์šฉ์  ์„ฑ์žฅ์„ ์œ„ํ•œ ์ธ์ ์ž์›๊ฐœ๋ฐœ์˜ ์ „์ œ ์กฐ๊ฑด

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    ํฌ์šฉ์  ์„ฑ์žฅ๊ณผ ํฌ์šฉ๊ตญ๊ฐ€ ํฌ์šฉ์  ์„ฑ์žฅ๊ณผ ์ธ์ ์ž์›๊ฐœ๋ฐœ ํฌ์šฉ์  ์„ฑ์žฅ์„ ์œ„ํ•œ ์ธ์ ์ž์›๊ฐœ๋ฐœ์˜ ๊ณผ์ • ํฌ์šฉ์  ์„ฑ์žฅ์„ ์œ„ํ•œ ์ธ์ ์ž์›๊ฐœ๋ฐœ์˜ ์‹ค์ฒœ ๊ณผ

    A Longitudinal Analysis of the Relationship between Student Engagement and Outcome in Higher Education

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    ๋ณธ ์—ฐ๊ตฌ์˜ ๋ชฉ์ ์€ ๋Œ€ํ•™๊ต์œก์—์„œ ํ•™์ƒ๋ชฐ์ž… ์š”์ธ์ด ๊ต์œก์„ฑ๊ณผ์— ๋ฏธ์น˜๋Š” ์˜ํ–ฅ์— ๊ด€ํ•ด ์ข…๋‹จ์ž๋ฃŒ๋ฅผ ํ†ตํ•˜์—ฌ ์‹ค์ฆํ•˜๋Š” ๊ฒƒ์ด๋‹ค. ์—ฐ๊ตฌ์˜ ๋ชฉ์ ์„ ๋‹ฌ์„ฑํ•˜๊ธฐ ์œ„ํ•ด, ์ž ์žฌ์„ฑ์žฅ๋ชจํ˜•(Latent Growth Modeling)์„ ํ™œ์šฉํ•˜์—ฌ ํ•™์ƒ๋ชฐ์ž…์˜ ํ•˜์œ„ ์š”์ธ์ธ ์ธ์ง€์ •์„œ๋ชฐ์ž…๊ณผ ํ–‰๋™๋ชฐ์ž…์ด ๊ต์œก์„ฑ๊ณผ์— ๋ฏธ์น˜๋Š” ๊ตฌ์กฐ์  ์˜ํ–ฅ ๊ด€๊ณ„๋ฅผ ๋ถ„์„ํ•˜์˜€๋‹ค. ๋Œ€ํ•™๊ต์œก์˜ ์„ฑ๊ณผ๋Š” ์‚ฐ์ถœ์ง€ํ‘œ ์ธก๋ฉด์—์„œ ์ง„๋กœ๊ฒฐ์ •์—ฌ๋ถ€, ์ž๊ฒฉ์ฆ์ทจ๋“์—ฌ๋ถ€, ํŽธ์ž… ๋ฐ ์ „๊ณผ์˜๋„๋ฅผ ์ธก์ •ํ•˜์˜€๋‹ค. ๋ถ„์„์—๋Š” 2012๋…„๋ถ€ํ„ฐ 2015๋…„๊นŒ์ง€ 4๊ฐœ๋…„ ๋™์•ˆ ์ˆ˜์ง‘๋œ ํ•œ๊ตญ๊ต์œก๊ณ ์šฉํŒจ๋„๋ฐ์ดํ„ฐ(Korea Education & Employment Panel, KEEP)์˜ ๋Œ€ํ•™์ƒ ์œ ํšจ ํ‘œ๋ณธ 2,813๋ช…์˜ ์ž๋ฃŒ๊ฐ€ ํ™œ์šฉ๋˜์—ˆ๋‹ค. ์—ฐ๊ตฌ ๊ฒฐ๊ณผ, ์ธ์ง€์ •์„œ๋ชฐ์ž… ์ดˆ๊ธฐ ๊ฐ’์€ ํ–‰๋™๋ชฐ์ž… ์ดˆ๊ธฐ ๊ฐ’์—, ํ–‰๋™๋ชฐ์ž… ์ดˆ๊ธฐ ๊ฐ’์€ ๊ต์œก์„ฑ๊ณผ ์ดˆ๊ธฐ ๊ฐ’์— ์œ ์˜ํ•œ์ •์  ์˜ํ–ฅ์„ ๋ฏธ์น˜๋ฉฐ, ํ–‰๋™๋ชฐ์ž…์€ ์ธ์ง€์ •์„œ๋ชฐ์ž…์ด ๊ต์œก์„ฑ๊ณผ์— ๋ฏธ์น˜๋Š” ์˜ํ–ฅ ๊ฒฝ๋กœ์—์„œ ๋งค๊ฐœํšจ๊ณผ๊ฐ€ ์žˆ๋Š” ๊ฒƒ์œผ๋กœ ํ™•์ธ๋˜์—ˆ๋‹ค. ๋˜ํ•œ ํ•™๋…„์ด ์˜ฌ๋ผ๊ฐ์— ๋”ฐ๋ผ ์ธ์ง€์ •์„œ๋ชฐ์ž… ๋ณ€ํ™”์œจ์€ ํ–‰๋™๋ชฐ์ž… ๋ณ€ํ™”์œจ์—, ํ–‰๋™๋ชฐ์ž… ๋ณ€ํ™”์œจ์€ ๊ต์œก์„ฑ๊ณผ ๋ณ€ํ™”์œจ์— ์˜ํ–ฅ์„ ์ฃผ๋ฉฐ, ํ–‰๋™๋ชฐ์ž… ๋ณ€ํ™”์œจ์€ ๋งค๊ฐœํšจ๊ณผ๊ฐ€ ์žˆ๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ๋ณธ ์—ฐ๊ตฌ์˜ ๊ฒฐ๊ณผ๋Š” ๊ต์œก์„ฑ๊ณผ๋ฅผ ํ–ฅ์ƒํ•˜๊ธฐ ์œ„ํ•œ ์„ ํ–‰์š”์ธ์œผ๋กœ์„œ ํ•™์ƒ๋ชฐ์ž… ์š”์ธ์— ๋Œ€ํ•œ ๊ณ ๋ ค๊ฐ€ ์š”๊ตฌ๋˜๋ฉฐ, ์žฅ๊ธฐ์ ์ธ ์ธก๋ฉด์—์„œ ์ด๋“ค ๋ชฐ์ž…์š”์ธ์— ๋Œ€ํ•œ ๊ต์œก์  ์ง€์›์ด ํ•„์š”ํ•จ์„ ์‹œ์‚ฌํ•œ๋‹ค.The purpose of this study is to analyze empirically the relationship between changes over time in student engagement and outcome in higher education. Based on panel data (N=2,813) derived from Korea Education & Employment Panel, we estimated the structural relationship and changes over time by utilizing latent growth modeling. It is shown that cognitive/affective engagement affects outcomes, mediated by behavioral engagement. The result also show that the changes in cognitive/affective engagement affects changes in outcomes, mediated by changes in behavioral engagement. The results imply the importance of promoting student engagement in higher education and expand engagement discussion. Other implications of the findings for practice and for future research are discussed.์ด ๋…ผ๋ฌธ์€ 2017๋…„ ๋Œ€ํ•œ๋ฏผ๊ตญ ๊ต์œก๋ถ€์™€ ํ•œ๊ตญ์—ฐ๊ตฌ์žฌ๋‹จ์˜ ์ง€์›์„ ๋ฐ›์•„ ์ˆ˜ํ–‰๋œ ์—ฐ๊ตฌ์ž„ (NRF-2017S1A3A2066878

    Longitudinal Relationships among Organizational Support, Person-Job Fit, Trust, Employee Well-Being: A Longitudinal Study Using A Latent Growth Model

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    ์ด ์—ฐ๊ตฌ๋Š” ๊ธ์ •์  ์ผํ„ฐํ™˜๊ฒฝ ๊ตฌ์ถ•์˜ ํ•ต์‹ฌ์š”์ธ์ธ ๊ตฌ์„ฑ์› ์›ฐ๋น™์— ์˜ํ–ฅ์„ ๋ฏธ์น  ๊ฒƒ์œผ๋กœ ๊ณ ๋ ค๋˜๋Š” ๊ฐœ์ธ ๋ฐ ์กฐ์ง ๋ณ€์ธ์„ ์„ ๋ณ„ํ•˜์—ฌ ๋ณ€์ธ ๊ฐ„ ๊ด€๊ณ„๋ฅผ ์‹ค์ฆ์ ์œผ๋กœ ๊ฒ€์ฆํ•˜๋Š”๋ฐ ๋ชฉ์ ์„ ๋‘์—ˆ๋‹ค. ์ด๋ฅผ ์œ„ํ•ด 2013๋…„๋ถ€ํ„ฐ 2015๋…„๊นŒ์ง€ 3๋…„๊ฐ„ ์กฐ์‚ฌ๋œ ํ•œ๊ตญ๊ต์œก๊ณ ์šฉํŒจ๋„ ์ž๋ฃŒ๋ฅผ ํ† ๋Œ€๋กœ ์ž ์žฌ์„ฑ์žฅ๋ชจํ˜•(latent growth model)์„ ํ™œ์šฉํ•˜์—ฌ ์กฐ์ง ๊ตฌ์„ฑ์›์˜ ์›ฐ๋น™๊ณผ ์˜ํ–ฅ์š”์ธ์˜ ์‹œ๊ฐ„์˜ ํ๋ฆ„์— ๋”ฐ๋ฅธ ๋ณ€ํ™” ์–‘์ƒ์„ ํŒŒ์•…ํ•˜์˜€๋‹ค. ์—ฐ๊ตฌ๋ฌธ์ œ๋Š” ๋‹ค์Œ๊ณผ ๊ฐ™๋‹ค. ์ฒซ์งธ, ์กฐ์ง์ง€์›, ๊ฐœ์ธ-์ง๋ฌด ์ ํ•ฉ์„ฑ, ์‹ ๋ขฐ๋Š” ์›ฐ๋น™์— ์–ด๋– ํ•œ ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š”๊ฐ€? ๋‘˜์งธ, ์กฐ์ง ์ง€์›, ๊ฐœ์ธ-์ง๋ฌด ์ ํ•ฉ์„ฑ, ์‹ ๋ขฐ์˜ ๋ณ€ํ™”๋Š” ์›ฐ๋น™์˜ ๋ณ€ํ™”๋ฅผ ์„ค๋ช…ํ•˜๋Š”๊ฐ€? ์—ฐ๊ตฌ๊ฒฐ๊ณผ๋Š” ๋‹ค์Œ๊ณผ ๊ฐ™๋‹ค. ์ฒซ์งธ, ์กฐ์ง์ง€์›, ๊ฐœ์ธ-์ง๋ฌด ์ ํ•ฉ์„ฑ, ์‹ ๋ขฐ ์ˆ˜์ค€์˜ ์ดˆ๊ธฐ ๊ฐ’์ด ๋†’์„์ˆ˜๋ก ํ•ด๋‹น ์กฐ์ง ๊ตฌ์„ฑ์›์˜ ์›ฐ๋น™ ์ดˆ๊ธฐ ๊ฐ’๋„ ๋†’์•˜๋‹ค. ๋‘˜์งธ, ์กฐ์ง์ง€์›, ๊ฐœ์ธ-์ง๋ฌด ์ ํ•ฉ์„ฑ, ์‹ ๋ขฐ ์ˆ˜์ค€์˜ ๋ณ€ํ™”๋Š” ๊ตฌ์„ฑ์› ์›ฐ๋น™ ๋ณ€ํ™”์— ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ์ด ์—ฐ๊ตฌ๋ฅผ ํ†ตํ•ด ๋ฏธ๋ž˜ ์ผํ„ฐ์—์„œ ๊ฐ•์กฐ๋˜๋Š” ๊ตฌ์„ฑ์› ์›ฐ๋น™์˜ ๊ฐ€์น˜๋ฅผ ํ™˜๊ธฐํ•˜๊ณ , ์›ฐ๋น™์„ ์ด‰์ง„ํ•˜๊ธฐ ์œ„ํ•œ ์ธ์ ์ž์›๊ด€๋ฆฌ ๋ฐ ๊ฐœ๋ฐœ ์˜์—ญ์—์„œ์˜ ์‹ค์ฒœ ๋ฐฉ์•ˆ์„ ์ œ์‹œํ•˜์˜€๋‹ค.The purpose of this study is to identify the relationship between employee well-being and organizational and personal variables that are expected to affect employee well-being. A latent growth model is used to investigate changes in employee well-being and determinants from 2013 to 2015. The research questions are as follows. First, how do organizational support, person-job fit, and trust affect employee well-being? Second, do organizational support, person-job fit, and trust change explain changes in employee well-being? The results are as follows. First, high initial level of organizational support, person-job fit and trust were associated with the high initial level of employee well-being. Second, the rate of change in organizational support, person-job fit, and trust was positively associated with the rate of change in employee well-being. In conclusion it is emphasized that the value of employee well-being in the future workplace with some practical implications on managing and developing employee well-being
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