The Effect of Perceived Organizational Supports, Perceived Supervisory Supports and Perceived Peer Supports on Innovative Behavior: Focused on the Job Embeddedness of Automotive Industry Research Institute Using VR Technology
In this paper, we propose to explore ways to create internal motivation to enhance the job disposition of Korean and Chinese employees. In order to achieve this goal, we would like to select parameters that may trigger an increasing number of internal motivations for interest in recent years: perceived organisational support, perceived provider support, and perceived peer support, and to explore the impact on job embeddedness. I would like to find out the effect of job embodiedness on involved beauty. The process also seeks to verify that China and South Korea are different. To verify the research theory of this research, we will use a questionnaire to researchers of automotive companies using VR technology in Gyeonggi-do, Korea and Hadong-seong, China, and conducted a survey. A total of 200 pairs of questionnaires were distributed to the study subjects, 195 of which were retrieved, 191 of which eliminated unfaithful responses were used for the final analysis. The collected data were used for frequency analysis, exploratory factor analysis, reliability analysis, confirmatory factor analysis, correlation analysis, structural equation analysis.
The results of this study, identified through empirical analysis, can be summarized as follows: First, Perceived Organizational Support, Perceived Supervisor Support will have a positive impact on Job Embeddedness. Second, Job Embeddedness will have a positive influence on the Innovative Beehivior.
Third, Perceived Organizational Support, Perceived Supervisor Support will have a partial positive effect on Innovative Behavior. Fourth, the formation process and influence of Job Embeddedness of corporate employees in Korea and China are partly different, the report showed.