Teachers’ job satisfaction is a crucial factor to determine the quality of education in that it affects their dedication and participation. While teachers’ job satisfaction in general has been widely investigated, subject-related job satisfaction has been sparsely explored. Thus, this study investiaged both general and subject-related job satisfaction and compared them. A total of 117 secondary English teachers in Seoul participated in a survey which measures job satisfaction in terms of seven factors: relationship with people, job duties, work environments, opportunities for professional development, compensations, administration systems, and recognitions. Overall, the participants showed a modest level of satisfaction in both general and subjet-related jobs. Yet, subject-related job satisfaction was higher than general job satisfaction. They were particularly satisfied with their relationship with students and teachers. They also showed high satisfaction with recognition they receive as a teacher as well as an English teacher. In contrast, they were dissatisfied with compensations and workloads in general, and the number of students in charge and administrative support in teaching English. Finally, their job satisfaction was affected by gender, school type, position, and marriage. Based on the results, suggestions to enhance secondary English teachers’ job satisfaction were made.

The purpose of this study was to identify the competing values leadership of restaurant general managers and to investigate the impact of their competing values leadership on employee job satisfaction and turnover intention. A sample of full-time restaurant employees (n=360, 36% response) completed an e-mail survey. The results showed that among the eight sub-dimensions of competing values leadership roles, the monitor (4.04), producer (4.01), and director (3.99) roles were perceived as the most frequently used leadership styles of managers compared to broker (3.78), innovator (3.83), and mentor (3.91) roles (p <0.001). Additional T-test results suggested that an employees’ gender had an influence on how he/ she perceived the leadership style of their manager. Male employees were more likely to perceive that the director and mentor roles (4.19) were performed very well by their managers, while female employees perceived that their managers concentrated more on monitor (3.98) and producer (3.96) roles rather than on broker (3.73) and innovator (3.79) roles (p< 0.05). It was found that manager competing values leadership had a significant correlation with employee job satisfaction, and the mentor, coordinator, and innovator manager roles explained the relationship with 42.1% based on multiple regression analysis (p<0.001). In further findings, the manager competing values leadership roles had an effect on employee turnover intention. The results of the data were as follows: mentor and facilitator roles promoted a decrease in employee turnover intention and the director role caused employee turnover intention to increase. Ultimately, this study will be useful for restaurant managers to guide the application of appropriate competing values leadership roles in order to strengthen employee job satisfaction and to reduce turnover intention.