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중소제조기업 구성원이 인지하는 성과보상요인이 과업성과와 맥락성과에 미치는 영향: 내·외동기의 매개효과
김유규,이충석,양회창 사단법인 인문사회과학기술융합학회 2017 예술인문사회융합멀티미디어논문지 Vol.7 No.8
In this paper, we conducted to verify effectiveness of performance-based compensation system ran by SME and classified into four aspects according to FGI(Focus Group Interview) such as economic vs. non-economic and direct vs. indirect, also we examined that the effects of these factors on task performance and contextual performance, and the effects of intrinsic·extrinsic motivation among them. For this study, a total of 205 questionnaires were distributed to 12 small and medium manufacturer workers in Daejeon and Sihwa Industrial Complex and then, frequency analysis, descriptive statistic analysis, regression analysis, and 3-step mediated regression analysis were carried out. It was found that the four performance compensation factors was positively influenced intrinsic·extrinsic motivation respectively, and intrinsic·extrinsic motivation also positively influenced task performance and contextual performance respectively. And intrinsic·extrinsic motivation was full and partial mediation effect among them respectively. This result shows that for improving performance through choice and concentration in SME, non-economic/direct factors should be reinforced more, and research on diverse variables for promoting intrinsic·extrinsic motivation is required. Moreover, this implies that in addition to a consideration of effective extrinsic compensation factors, there is a need to provide working environments(atmospheres) for increasing productivity, leaders should constantly support and company operation policies have to be shared to improve and boost overall atmospheres of SMEs. 본 연구는 우리나라 중소제조기업들이 현재 운영하고 있는 성과보상제도의 효과성 검증을 위해 FGI를 통해 성과보상요인을 경제적·비경제적 측면과 직접적·간접적 측면의 4개 요인으로 구분하고, 이 요인들이 과업성과와 맥락성과 각각에 어떤 영향을 미치는지와 이들 간에 내·외 동기가 어떤 영향을 미치는지를 확인하고자 하였다. 본 연구를 위해 대전 및 시화공단에 소재한 12개 중소제조기업 구성원들을 대상으로 총 205부의 유효설문지를 획득한 후 빈도분석, 기술통계분석, 회귀분석 및 3단계 매개회귀분석을 실시하였다. 분석결과 4개 성과보상요인은 각각 내·외 동기에 긍정적인 영향을 미치며, 내·외 동기도 과업성과와 맥락성과에 각각 긍정적인 영향을 미칠 뿐 아니라, 성과보상요인들과 성과 간에 부분매개 또는 완전매개하는 것으로 나타나 매개효과가 있는 것으로 확인되었다. 따라서 중소제조기업이 선택과 집중을 통해 성과를 향상시키기 위해서는 비경제적/직접적 요인을 더 강화해야 하며, 내·외 동기를 촉진할 수 있는 다양한 변인에 대한 연구가 필요함을 알 수 있었다. 또한 효과적인 외적 보상요인에 대한 고려와 함께 특히 생산성을 증진시킬 수 있는 근무환경(분위기) 제공, 리더의 끊임없는 응원과 기업의 운영방침에 대한 공유가 필요함을 시사하였다.
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Hi Herzberg ? : The Role of Compensation Factors and Suggestions for Performance Compensation System
김유규,양우령,김하룡,양회창 국제융합경영학회 2017 융합경영연구 Vol.5 No.1
Purpose - This study extracts performance-reward factors based on the previous studies related to Herzberg’s two-factor theory and performance-reward and proposes a research method to identify how these factors have an influence on task performance directly related to production performance and contextual performance that has an indirect influence. Research Design, Data, and Methodology - This study draws performance-reward factors through Focus Group Interview(FGI), classifies them into economic/uneconomic and direct/indirect factors, draws maintenance/improvement factors and unnecessary ones through IPA, and maximizes the effectiveness of performance-reward factors. Results - It also identifies how performance-reward factors have an influence on internal and external motives based on previous studies, classifies performance-reward factors into task performance and contextual performance and identifies the influence relationship between these, and proposes a research model to identify the roles of equity sensitivity based on equity theory. Conclusion - The findings from this study are expected to lay the groundwork for drawing various methods to reduce the turnover rate of employees and be important resources for reinforcing the competitiveness of businesses by classifying the performance -reward factors that may cause internal and external motives from the small and medium-sized manufacturing perspective and presenting methods to identify if these have an influence on task performance and contextual performance.
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양우령,김유규,양회창 국제융합경영학회 2019 융합경영연구 Vol.7 No.1
Purpose - This paper attempts to derive effective performance-reward strategies for SMEs to raise the valence for their employees while using their relatively limited resources, which is one of the primary concerns raised by SME CEOs. Research design, data, and methodology - This paper draws on the four question items such as the financial/direct factors, the financial/indirect factors, the non-financial/direct factors and the non-financial/indirect performance-reward factors to shed light on the most important factors and aspects that need improving, using the AHP and IPA. Results - The overall findings on the SMEs’ performance-reward factors of interest here are indicative of the need for rectifying their performance-reward systems. Conclusions – SMEs’ performance-reward factors of interest here are indicative of the need for rectifying their performance-reward systems. In particular, despite the fact that SMEs can hardly offer high wages or bonuses as large enterprises do, the expectancy theory suggests it is better to reward employees as per a valid common system, while the equity theory underscores the need to maintain and reinforce the fairness in distribution, procedures and interactions.
KCI
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