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학술저널
저자정보
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한국협동조합학회 한국협동조합연구 한국협동조합연구 제29권 제3호
발행연도
2011.1
수록면
51 - 66 (16page)

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This study begins with the idea that the influence of self-leadership is differentiated across task characteristics in Agricultural Cooperative Federation. The self-leadership is composed of three elements such as self-planning, self-reward, and self-criticism. The impact of each element on job performance is contingent on departments, businesses, and positions of employees. According to empirical results, in general, employees are required to develop self-planning and self-reward to advance their job performances, but, in details, they have unequal effects. They should enhance self-planning if they work in the head office, whereas they should develop self-planning and self-reward if they work in branches. They need to improve self-planning in banking and insurance business, to strengthen self- reward in marketing and supply business, and to restrain self-criticism in education and support business. It is necessary to cultivate self-planning if they are regular workers, but self-leadership is not so important to increase their job performances if they are irregular workers. The contribution of the study is that it presents and empirically tests the situations when self-leadership has positive, null, or negative effects on job performance.

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