건설산업의 불공정관행이 원·하도급간 갈등에 미치는 영향

성한영 영남대학교 경영대학원 2012 국내석사

A Study on the effects of the Unfair-Trade between the general contractors and subcontractors on conflict in the construction industry Sung, Han Young Department of Business Administration General Management Major Graduate School of Business Administration Yeungnam University (Advised by Professor Jun, In) Abstract This study aims to examine how contractors’ unfair trade practices in construction industry have an impact on conflict between contractors and subcontractors and whether systemic organization management can play a moderating role in such relations or not. In doing this, the author reviews related articles, books and thesis in order to build a research framework. Through literature review, this study identifies four stages where unfair trade practices occur frequently – 1) when making or issuing a contract as a written order, 2) when making a decision of the subcontract price, 3) when reducing the price without justifiable reasons after the initial agreement, 4) when granting subcontract payment - as independent variables. With regard to a dependent variable, this study focuses on conflict between contractors and subcontractors. For the study, the author makes use of quantitative survey research methodology. From March to April 2012, the survey subjected to executive directors or workplace managers was implemented. Using 165 collected data, the study used SPSS 19.0 statistical package and regression analysis in order to test the hypotheses. Research findings are as follow. First, with regard to the four stages of unfair trade practices, three stages such as deciding and reducing the subcontract price and granting the subcontract payment have a statistically positive impact on conflict. Second, regarding a moderating role of systemic organization management, it reduces conflict only when making a decision of the subcontract price. That is, systemic organization management in subcontract firms marginally functions in reducing conflict between contractors and subcontractors. Interestingly, the larger the size of subcontractors is, the greater conflict between contractors and subcontractors is. This means that large subcontractors are willingness to resist or refuse to contractors’ unfair trade practices while small and medium sized subcontractors tend to be subordinate to large firms so that they are not able to have a mind to make a conflict against large contractors. Nevertheless, this study has some limitations. In order to generalize research findings, further study need to expand survey samples. Also, qualitative approach such as interview and workplace analysis is needed in order to take holistic perspective. 국문초록 건설산업의 불공정관행이 원·하도급간 갈등에 미치는 영향 - 체계적 조직관리의 조절효과 중심으로 - 성 한 영 영남대학교 경영대학원 경영학과 일반경영전공 지도교수 전 인 요 약 본 연구는 건설업계의 원도급자의 불공정관행들이 원·하도급간 갈등에 어떤 영향을 미치고 있는지 그리고 하도급 기업의 체계적인 조직 관리가 이러한 갈등을 줄여줄 수 있는지에 대한 실증분석을 통해 그 인과관계성을 밝혀보고자 하였다. 이를 위해, 대구·경북지역 중소 건설업체의 임원 및 현장소장들을 대상으로 2012년 3월부터 2012년 4월까지 설문조사를 실시하였고, 수집된 165개 기업의 설문조사 내용을 SPSS 19.0 통계 패키지를 이용하여 분석하였다. 본 연구는 원도급자의 하도급자에 대한 불공정관행은 크게 4가지(계약서 작성 및 교부과정에서의 불공정관행, 하도급대금 결정단계에서의 불공정관행, 하도급대금 감액단계에서의 불공정관행, 하도급대금 지급단계에서의 불공정관행)로 구분되었고, 이를 독립변수로 활용하였다. 이후, 종속변수인 갈등과의 직접적인 관계와 체계적 조직 관리의 조절효과에 대한 가설검증을 위해 회귀분석을 실시하였다. 본 연구를 통해 얻어진 결론은 다음과 같다. 첫째, 원도급자의 계약서 작성 및 교부과정에서의 불공정관행을 제외하고 나머지 단계들(대금결정단계, 대금감액단계, 대금지급단계)에서 나타나는 불공정관행들이 원·하도급간 갈등을 높이는 것을 확인할 수 있었다. 둘째, 하도급대금 결정단계에서의 불공정관행과 원·하도급간 갈등 관계에서 하도급 기업의 체계적인 조직관리는 갈등 수준을 낮추는 방향으로 조절하는 것으로 나타났다. 하지만 다른 단계에서는 하도급업체의 체계적 조직관리가 갈등을 낮출 것이라는 주장을 지지하지 못하였다. 흥미롭게도, 시공능력평가액이 높은 기업일수록 원도급자들과의 갈등이 높은 것으로 나타났다. 이것은 규모가 큰 기업일수록 원도급자들과 대등한 관계를 유지하고자 하며, 원도급자들의 불공정관행들에 대해 대응하면서 기업을 운영하고자 하기 때문에 인지되는 갈등 수준이 더 높고 반면 중소 영세 건설업체들은 원·하도급 관계상 종속적인 위치에 놓이기 때문에 원도급자들과 대립하기 보다는 순응하는 경향이 있음을 확인할 수 있었다. 그러나 본 연구의 결과를 보다 일반화하기 위해서는 첫째 대구·경북지역을 확대하여 전국적인 설문조사를 실시하여 분석, 비교해보아야 할 것이며, 둘째 현장분석 및 인터뷰 등 다각적인 분석을 통해 종합적으로 고려해 보아야 할 것이다. 본 연구는 현재 위기를 맞고 있는 건설산업에서 원도급자의 불공정관행이 원·하도급 간 갈등에 미치는 영향을 분석하고 하도급업체의 체계적 조직관리가 이러한 갈등을 낮추는데 미미하지만 기여할 수 있다는 시사점을 제공하였다는 점에 의의를 찾을 수 있을 것이다.

사회적기업 종사자의 직무열의에 영향을 미치는 직무자원과 조직유효성 간 관계연구

성한영 영남대학교 대학원 2018 국내박사

사회적기업 종사자의 직무열의에 영향을 미치는 직무자원(상사지원인식, 인지된 참여적 의사결정, 직무자율성)들이 직무열의를 통해 조직효과성(조직몰입, 조직시민행동, 이직의도)에 어떠한 영향을 미치는지, 그리고 직무자원들이 조직효과성에 영향을 미치는데 있어서 직무열의가 매개역할을 하는지 에 관한 연구. The thesis aims to shed light on the relationships between the job resources (Perceived Supervisor Support (PSS), Perceived Participatory Decision Making (PPDM), Job Autonomy (JA)) and Work Engagement (WE) in social enterprises and WE’s effects on organizational effectiveness (Organizational Commitment (OC), Organizational Citizenship Behaviour (OCB) and Turnover Intention(TI)). Further, this study examines WE’s mediating roles between job resources and organizational effectiveness. In pursuing both social value or mission and profit in a community that social entrepreneurs operate, many social leaders have suffered from securing their resources. Under the circumstance that we have still been in resource limitation, non-monetary resources have increasingly becomeimportant elements for strengthening and maintaining the continuous commitment and efforts of employees and volunteers. Drawing on Job Demand_Resource Theory, this theses tries to find how the main characteristics of social enterprises influence employees’ work engagement and its effects on OC, OCB and TI. Also, this thesis empirically tests the mediation effects of WE. In doing this, this thesis collected data by administering structured questionnaires to employees working in (pre) certified social enterprises in Daegu and Gyeongbuk region. The survey took place from March 2017 to July 2017 on a total sample of 347 respondents. A total of 330 valid responses were included for the analysis. To measure work engagement, the author revised and used Schaufeli & Bakker (2002), Kim, M.S. (2014). For measuring PSS, the measurement scales by Timmerman et al. (2000), Oh, A. L. (2013) were adopted. Likewise, for PDDM, the measurement scales by Nyhan(1994) and for JA, ones by Hackman & Oldham (1976) were used. Regarding organizational effectiveness, the measurements scales of organizational commitment by Organ (1988) and McGee & Ford (1987), those of organizational citizenship behaviour by Organ (1988) and Niehoff & Moorman (1993) and the those of turnover intention by O’Reilly et al. (1991) were adopted. As control variables, this study considered gender, age, the number of years worked, vulnerable social group, employment type and certification type. For the empirical test, this study used hierarchical regression analysis using the statistical program SPSS 22.0 for Windows. To start with, the coefficient of Cronbach's α in each variable for the analysis showed internal consistency. To confirm the validity of the variable, we used exploratory factor analysis. Finally, we tested the above hypotheses.The empirical results are as follow: First, all the job resources (PSS, PDDM and JA) have significantly positive impact on WE (PSS, β =.277, p<.01), PDDM(β =.288, p<.01) and JA (β =.237, p<.01). These findings mean that social entrepreneurs’ emotional, practical supports, employees’ participation in decision making processes and the high degree to which employees hold job autonomy can enhance their employees’ work engagement. Particularly, when employees in social enterprises experience democratic governance in deciding overall work distribution, job contents, training, profit distribution and etc, they are much intrinsically motivated and commit their works. Given the fact that a number of employees tend to focus on economic interests rather than social values because of resource limitation of social enterprises, these findings provide social entrepreneurs with the related practical implications. Second, WE has positive impacts on organizational commitment (β =.716, p<.01), organizational citizenship behaviour (β =.445, p<.01) and negative one on turnover intention (β =-.468, p<.01). These results confirm that the attitudes and behaviours of employees in social enterprises whose hybrid characteristics are different from those of private enterprises can be similar to existing literature in organizational behaviours research. Third, with regard to the mediating effects of WE on the relationships between job resources and organizational effectiveness, this thesis used Baron & Kenny (1986)’s three step approach. Regarding the relations among PSS, WE and OC, the first step showed that PSS (β =.352, p<.01) was positively related to OC. In the second step, PSS (β =.278, p<.01) was positively related to WE. Finally, the third step showed that WE (β =.508, p<.01) was positively related to OC and the effect of PSS on OC (β =.352, p<.01→β =.210, p<.01) was significantly lowered. This meant that WE partially mediated the relationship between PSS and OC. With regardto OCB, the first step between PSS and OCB (β =.185, p<.01) was significantly positive and the second step between PSS and WE (β =.365, p<.01) was also significantly positive. The third step of mediation between PSS and OCB (β =.185, p<.01→β =.083, p>.10) was also positive. This meant that WE partially mediated the relationship between PSS and OCB. Likewise, regarding TI, WE partially mediated between PSS and TI so that social leaders’ supports enhance employees’ work engagement and further lowered their intention to turnover. With regard to other job resources (perceived participative decision making, job autonomy), WE and organizational effectiveness (OC, OCB and TI), the empirical results show that all the antecedents are related to WE and WE positively mediated the relationships between the antecedents and OC and OCB and negatively mediated the relationships between the ones and TI. In particular, with regard to JA, the first step of job autonomy was not statistically related to OCB and TI. However, the second and the third step was statistically significant. To examine indirect effect, this study used Sobel test. The results showed that WE mediated the relationship between JA and OCB (Z=3.509, p<.001) and the one between JA and TI (Z=-3.425, p<.001). In conclusve part, the author discussed academic contributions, practical implications for social entrepreneurs. Limitations and directions for future research are also suggested.