직장내 승진에 대한 연결망 효과의 연구

구자숙(Ja-Sook Koo) 한국인사관리학회 2004 조직과 인사관리연구 Vol.28 No.1

The social networks between and within organizations receive growing academic attention. It is closely linked to the widespread discussion on the importance of corporate social capital. Rigorous quantitative research on the effects of social networks in organization has been fueled by the recent advances in the development of social network analysis(SNA) methodology. However considering the growing attention to and the importance of social networks in organizations, there are only limited number of researches on the impact of social networks on either organizations or individuals in organizations in Korea. Career development within and between organizations has also received growing academic attention. Most research on organizational career has focused exclusively on the formal structural aspects of organizations and largely neglected informal structure, especially the importance of social networks in organizations. It is timely and important to combine these two lines of research and examine the effects of social networks within organizations on the career development, especially promotion chances. Systematic research is still in need on making what kind of network ties with whom is most beneficial for promotion in Korean firms. There are few researches on how gender mediates the relationship between social networks and promotion chances. Research has been done on how the structural characteristics of network differ by gender, However it is as much important and natural to see how such gendered network structure results in differential returns to network by gender. In this paper, we examine how various network characteristics of employees in large firms in Korea affect their promotion chances by applying network analysis and statistical analysis to survey data. Especially this paper focuses on the gender differences in such network effects. Estimation of statistical models including network measures reveal that size of employyes' network ties have significant effects on their promotion chances, but only after controlling for the mediation of such effects by gender. Contents of network ties matter and work-related network is more important than friendship-related networks. The overlap of work and friendship ties has a strong effect on the promotion chances. Other network characteristics such as strength, duration, diversity, and structural hole fail to show significant effects on the career development. This study clearly show that the female employees have different patterns of network from their male counterparts, but that the female's network produces superior career outcomes compared to the male's. While the gains to promotion chances with increasing network size are negligible for the male, they are substantial for the female employees. Implications of such result are discussed.

조직내 의사결정 참여 권력의 결정요인들

구자숙(Ja Sook Koo) 한국경영학회 2006 Korea Business Review Vol.9 No.2

이 연구에서는 대기업의 R & D 팀 연구 자료를 분석하여, 조직 내 권력에 관한 이전의 연구에서 제기된 주장을 검증하였다. 팀의 구성원 개개인을 분석의 단위로 하여, 개인의 특성과 구조적 특성이 팀 내의 의사결정 참여 권력과 어떤 관계가 있는지 알아보았다. 개인적 변인과 구조적 변인을 모두 포함하는 모형을 구축하여, 조직의 하위부서 내에서 개인의 권력 획득을 설명하는 것이 본 연구의 목적이다. 공식적인 위계적 지위를 통제했을 때, 전문적 교육이나 경험은 집단의 새로운 업무 목표를 세우는 의사결정에 참여하는 권력을 증진시켜 주는 효과가 있었다. 필요한 외부 자원을 획득할 수 있는 능력도 집단의 업무 일정이나 자원배분에 관한 의사결정 참여 권력을 증진시켜 주었다. 연결망에서의 중심성 측정치는 권력에 정적인 영향을 미칠 것이라고 예측했지만, 실제 경험적 분석 결과는 부분적으로 가설을 지지하기도 하지만 일관되지 못한 것으로 나타났다. In this paper, we tested propositions put forward by previous studies concerning intraorganizational power against data from a study of R & D groups in large corporations. Using the individual team members as the unit of analysis, we examined both individual attributes and structural characteristics as predictors of an individual`s power to make important decisions about group. By incorporating both individual and structural variables into the explanation, we tried to construct a model of an individual`s power acquisition in a subunit of organization. We found that possession of specialized training or experience-controlling for formal hierarchical position-enhances one`s power to make decision about new work objectives of the group. Another finding was that the ability to acquire necessary outside resources has positive consequences regarding a person`s power to make decisions about work schedules as well as resource allocation of a group. Measures of centrality in networks, which we expected to have positive effects on power, are proven to have inconsistent effects.

기업조직에서 자기기만과 리더십효과성

구자숙(Koo, Ja Sook),서상태(Seo, Sang Tae),최해연(Choi, Hae Youn) 한국인사관리학회 2010 조직과 인사관리연구 Vol.34 No.2

비효과적인 리더십 현상들을 체계적으로 설명하기 위한 기저 요인으로서 리더의 자기기만행동과 사고가 조직 내에서 어떤 형태로 나타나며 리더십 효과성에 어떤 영향을 미치는지 알아보기 위한 탐색적인 연구를 실시하였다. 연구1에서는 심층집단면접을 실시하여 한국의 조직현장에서 나타나는 자기기만 행동과 사고의 구체적인 사례를 수집하였다. 수집된 사례들에 대한 질적 분석을 통해 ‘육성 및 위임에서의 자기기만’ ‘직무 및 배려에서의 자기기만’ ‘의사소통에서의 자기기만’의 세 범주를 도출하고, 이 3 요인 구조를 기반으로 ‘자기기만 행동 및 사고척도’를 개발하였다. 이어 연구 2에서는 국내 3개 기업, 68명 리더를 대상으로 척도의 타당화연구를 실시하였다. 연구 3에서는 국내 3개 대기업 근무하는 리더 75명과 그들의 직속부하174명을 대상으로 리더의 자기기만 행동 및 사고가 리더십 효과성에 어떤 영향을 미치는지 검증하였다. 그 결과 육성 및 위임과 관련된 리더의 자기기만 사고가 프로듀서, 지시자, 조정자역할에서의 리더십 효과성을 낮추는 것으로 나타났다. 또한 리더의 직무 및 배려 관련 자기기만 행동은 부하직원들이 평정한 상사의 윤리적 리더십을 낮추는 효과를 나타냈다. 마지막으로리더가 자기기만적 행동과 사고를 자각하여 자기의식을 확장하고 리더십 비효과성을 개선하도록 돕는 방안을 논의하였다. Three studies were administered to investigate the role of self deception in leadership ineffectiveness. In study 1, real life cases of self deceptive behaviors and thoughts manifested in organizations were collected through a focus group interview. The cases collected were qualitatively analyzed, which led to three categories of self deception: 'self deception in human resource development and empowerment,' 'self deception in job performance and consideration,' and 'self deception in communication.' Based on these three factor structure of self deception, a scale measuring self deceptive leadership behaviors and thoughts was developed. In study 2, the self deception leadership scale was validated using the data from 68 leaders in three business organizations. In study 3, a questionnaire designed to explore the relationship between self deception and leadership ineffectiveness was administered to 75 leaders and their 174 subordinates in three business organizations. The results showed that leaders' self deceptive thoughts in human resource development and empowerment significantly reduced leadership effectiveness in producer, director, and coordinator roles. Meanwhile, leaders' self deceptive behaviors in job performance and consideration significantly reduced the ethical leadership evaluation of the subordinates. Lastly, the ways to enhance the leaders' awareness of their self deception tendency and to improve leadership effectiveness was discussed.

기업에서의 모성보호제도에 대한 연구: 제도의 도입 및 현실과의 어긋남을 중심으로

구자숙 ( Ja Sook Koo ) 한국조사연구학회 2009 조사연구 Vol.10 No.3

This study examines the factors affecting Korean firms` adoption of maternity protection practices. From a neo-institutional perspective, we argue that firms adopt institutionally legitimized practices mainly for their legitimacy concern rather than technical efficiency. Analysis of data from Establishment panel survey reveals that firms which belong to public sector, has received foreign investment, bench-mark leading firms, or have HR department are more actively adopting maternity protection practices and are showing lower level of decoupling between model and reality. These results imply that legitimacy concern matters among Korean firms in terms of adopting maternity protection practices. We propose that it is important for government agencies to take institutional factors into account when they try to promote maternity protection policy among firms in dealing with the problems of low fertility and gender equity.

노인의 범죄피해와 범죄에 대한 두려움

구자숙(Koo Ja-Sook),이현희(Lee Hyun-Hee),원영희(Won Young-Hee),전영실(Jeon Young-Sil) 한국형사법무정책연구원 2003 형사정책연구 Vol.55 No.-

부서의 업무과정특성과 여성비율이 듀얼아젠다에 미치는 영향

김효선(Hyo Sun Kim),구자숙(Ja Sook Koo),박찬희(Chan Hi Park) 한국경영학회 2009 Korea Business Review Vol.13 No.1

여성 인력의 사회 진출과 맞벌이 부부의 증가 등의 사회변화로 인해 조직구성원들의 일과 가족의 조화는 조직에게도 매우 중요한 과제가 되었다. 이는 정부와 지방자치단체 등 공공부문에서도 마찬가지이다. 본 연구는 조직의 구성원들이 ‘일과 가족의 조화’와 ‘조직 효과성의 향상’을 동시에 달성할 수 있음을 밝혀낸 듀얼 아젠다(Dual Agenda)의 이론적 틀에 입각하여, 두 가지 변인에 동시에 영향을 미치는 부서의 업무과정 특성과 부서의 여성비율의 효과에 대해 연구하였다. 이를 위하여 연구진은 지방자치단체의 한 부서를 중심으로 업구과정 특성과 여성비율의 효과에 대한 현장 관찰조사를 실시하였으며, 가설을 검증을 위해서는 해당 지방자치단체 37개부서의 256명을 대상으로 설문지를 실시하여 위계적 선형모형(HLM)을 사용해 분석하였다. 연구 결과, 부서의 부정적인 업무과정특성은 직장-가족 간의 갈등을 높이고, 부서의 성과를 낮추는 것으로 나타났다. 여성의 비율은 가족-직장간의 갈등을 낮추고, 부서성과에 대한 지각을 증진시키는 효과도 부분적으로 나타났다. 또한 여성비율은 여성들의 부서 만족을 낮추는 효과가 일부 나타났으나, 남성들의 부서 만족에는 영향을 미치지 않았다. 부서 내 여성비율의 효과가 남녀 간에 차별적으로 나타남을 시사해 주는 결과였다. 본 연구는 앞으로 여성의 노동시장 진출로 인한 종업원 구성의 다양화를 어떻게 풀 것인가에 대한 중요한 시사점을 던져준다. Due to rising share of the female workforce and dual income family, meeting the demands for work-family balance became an important issue for corporate organizations. The dual agenda research posits that equity and family responsiveness are not adversarial to organizational functioning, but can increase organizational effectiveness and create positive synergies. Based on the dual agenda perspective, we explored the effects of work process characteristics and proportion of women on departmental effectiveness and work-family balance of the employees. In order to understand the nature of work process characteristics, we conducted a participant observation at one department in a local government organization. We also administered a questionnaire to 256 employees in 37 departments of the organization, of which data was analyzed using hierarchical linear modeling. The results showed that negative work process characteristics increased work-family conflicts and decreased the perception of the departmental work outcome. The proportion of women employees decreased work-family conflicts and increased the perception of the departmental work outcome. The proportion of women employees decreased the department satisfaction of women but did not influence that of men. The results indicated asymmetric reactions to work group gender diversity among men and women. This study offers valuable insights about the issue of workforce diversity, which will ultimately improve the quality of lives and work of both women and men.

한국과 일본의 가족친화경영의 발전과정과 기업의 대응

김효선(Hyo Sun Kim),구자숙(Ja Sook Koo),박찬희(Chan Hi Park) 한일경상학회 2012 한일경상논집 Vol.54 No.-

In this study, we tried to document the concept and development of the family friendly management in other western countries. Next, we compared the development of family friendly policies in Korea and Japan. Finally, we administered qualitative studies on Kyobo as a representative organization of Korean family-friendly management case. Our study focused on the following research questions: ① what are the internal factors that enabled Kyobo to successfully establish family-friendly organizational culture, and ② what will be the next step for Kyobo to achieve family friendly culture and practice. The results indicate that Kyobo set up the basis for family friendly management in the process of organizational innovation as a new chairman took office in the year of 2000. The new chairman emphasized ``Ethical Management(Jung-do Kyungyoung)`` and ``Value Management(Nae-sil Kyungyoung)``, which reduced unnecessary work and working hours. He offered a vision for ``Love for Family`` and reminded the employees of importance of family. His focus on internal customer satisfaction led to better benefit plans for the employees and their families. The company actively participated in the family-friendly policies of the government and successfully established the external image of family-friendly business organization. This image as a family-friendly business organization, in turn, triggered additional introduction of family-friendly policies in order to enhance the fit between the external image and the internal organizational identity. The Kyobo case clearly shows that organizational innovation to improve productivity can form the basis for family-friendly orgnizational culture, and that the active reaction to the governmental policies can create a virtuous cycle for organizational innovation. However, the results also show that there still remain various obstacles to the successful transformation into family friendly workplace.

유연근무제의 성공적인 정착요건으로서의 듀얼아젠다

강혜정(Hye jung Kang),강혜선(Hye sun Kang),구자숙(Ja sook Koo),김효선(Hyo sun Kim) 한국인사조직학회 2014 인사조직연구 Vol.22 No.3

최근 조직 구성원 삶의 질 향상에 관한 사회적 관심이 점차 높아지고 있다. 이에 많은 조직이 일ㆍ삶 양립 제도들을 도입해오고 있으나, 제도 도입 비율에 비해 상대적으로 실제 활용률은 매우 열악하며 제도를 통해 체감하는 유익도 그리 높지 않은 것으로 나타났다. 그러나 기존 연구들은 대부분 일ㆍ삶 양립제도가 인적자원 효과성에 미치는 영향을 실증적으로 분석하는 데 집중되어 있으며, 제도의 성공적 정착을 위한 심층적 논의를 하는 연구는 거의 없다. 이에 본 연구는 구체적 사례 분석을 통해 일ㆍ삶 양립지원 관행의 성공적 정착과 관련 요인들을 확인하고자 한다. 특히 본 연구는 제도도입의 성공을 위해서는 제도에 대한 개념적 인식과 변화추진 과정이 매우 중요하다는 입장을 가진다. 구체적으로, 일ㆍ삶 양립 제도가 조직에 잘 정착하고, 궁극적으로 경쟁우위를 제공할 수 있기 위해서는 이를 듀얼 아젠다적 관점으로 바라볼 수 있어야 하며, 변화추진 과정에 있어 연구자와 조직 구성원의 상호 협조 및 참여가 수반되어야 한다고 본다. 이를 명확하게 드러내기 위해 본 연구는 대표적 일ㆍ삶 양립 제도인 유연근무제도를 도입하고자 한 국내 두 기관의 변화추진 사례를 비교, 분석하였다. 두 기관은 모두 적극적인 의사를 가지고 유연근무제도를 도입하고자 하였으며, 변화추진의 방법으로 상호협조적 실천연구(CIAR) 방법을 사용하였다. 그러나 한 기관에서는 실제 변화 과정에서 CIAR의 주요 특징들이 잘 발현되지 않았고, 이는 제도의 성공적 정착을 저해했다. 본 연구는 이와 관련한 구체적 사항들을 논의함으로써 국내 상황에서의 일ㆍ삶 양립 제도의 성공적 정착 요건을 드러내 향후 연구에 기여하고, 실무자를 위한 의미 있는 시사점을 제공하고자 한다. Flexible working arrangements (FWA) are considered one of the most important workplace practices in improving work-life balance for employees. They are also viewed as a good way of enhancing workplace effectiveness by promoting innovative work practices. These perspectives have led to a great surge in the introduction of flexible working arrangement across profit and non-profit organizations. However, despite the increase in FWA, these arrangements have not been utilized as expected by policy makers. This lack of utilization can be largely attributed to the fact that organizational decision makers consider FWA primarily as an employee benefit program rather than as a strategic opportunity to achieve organizational goals more effectively and innovatively. A dual agenda approach recognizes the importance of pursuing both the goals of employee work-life satisfaction and organizational workplace effectiveness in the successful implementation of FWA. If organizational decision-makers consider FWA only as an employee benefit program, without considering implications for productivity, they may not actively support the introduction and implementation FWA practices. On the contrary, if an organization promotes FWA mainly for the purpose of improving productivity, employees may not have ownership over the program success. Although a dual agenda approach is intuitive at a conceptual level, it requires learning among organizational members. Such an organizational learning process is often achieved by action research in which researchers and organizational members actively collaborate to find solutions that are tailored specifically to their organizations. This study compares the cases of the K Organization and C Organization, where members worked side by side with a researcher to introduce and implement FWA. Specifically, the study compared the initial motivation for FWA, the process of organizational change efforts to introduce and implement them, and the result of these organizational change efforts. Although the two organizations had similar motivations for introducing FWA, their processes showed stark differences. The K Organization attempted an across-theboard introduction of FWA policy, while the C Organization took a team-based tailored approach. The difference in processes resulted in different utilization patterns of FWA. FWA were not utilized actively in the K Organization, but was implemented actively among departments in the C Organization. We attempted to identify the differences in successful introduction and implementation by comparing these two cases. The critical requisites for the successful settlement of FWA can be summarized as follows. First, flexibility should be connected to effective and productive work practices, that represent as dual agenda approach. Organizational culture changes only when the new work practices and policies benefit both the employees and the organization. In many organizations, FWA are considered as as benefits that improve the work-life balance of the employees. This approach is limiting in the sense that it discourages active uses of the policies and fails to bring about any fundamental changes inof organizational culture. If both flexibility and effectiveness are satisfied through the introduction of FWA, they can be used as a strategic tool in the management of the organization. Second, a team-based tailored approach is more effective than the across-the-board introduction of new policies. For the organization-wide introduction of flexible work arrangements to be successful, far-reaching organizational reform would need to support the change. In other words, the changes in vision, HR policies, IT, and organizational structure and culture would have to be aligned with the introduction of FWA, which is not feasible in reality. However, the team-based tailored approach considers team-specific and contextual nature of works, and addresses both the needs of the employees and the o