조직몰입과 조직시민행동의 선행자로서의 직무자율성

박노근(Rhokeun Park) 한국인사조직학회 2010 인사조직연구 Vol.18 No.2

본 연구는 매개적 조절모형(mediated moderation model)을 사용하여, 직무자율성이 조직몰입과 조직시민행동에 영향을 미치는 과정에서 기업 혁신성의 조절적 효과를 살펴보았다. 또한 직무자율성과 기업 혁신성 사이의 상호작용이 조직시 민행동에 미치는 영향을 조직몰입이 매개하고 있는지를 살펴보았다. 이러한 매개적 조절모형을 검증하기 위하여 본 논문은 2008년에 실시된 [근로자들의 태도와 행위를 위한 설문조사]를 이용하였다. 연구결과에 따르면, 한 기업의 혁신성이 직무자율성과 조직몰입, 직무자율성과 조직시민행동 사이의 관계에 조절적 영향을 미쳤다. 즉, 직무자율성은 보다 혁신적인 기업에서 개별 근로자들의 조직몰입과 조직시민행동을 더욱 향상시켰다. 또한, 본 연구는 조직몰입이 이러한 직무자율성과 혁신성 사이의 조직시민행동에 대한 상호작용 효과를 매개하고 있음을 발견하였다. 지금까지 직무자율성이 근로자 개개인의 태도와 행위에 영향을 미치는 과정에서 기업 상황적 요인에 대한 연구가 거의 없었다는 점에서 본 논문의 발견들은 직무자율성과 근로자들의 태도와 행위 사이의 관계에 영향을 미치는 기업상황적 요인들에 대한 연구에 기여할 수 있다. In this study, job autonomy refers to the degree to which individual employees are provided with the freedom and discretion to determine how to conduct their jobs. Previous studies have found that job autonomy has positive effects on job satisfaction, organizational commitment, mental health, organizational citizenship behavior, and intent to stay. However, there has been no empirical study investigating the organizational contexts in which job autonomy can be more effective in improving those outcome variables. Thus, more research is needed that examines the external fit between job autonomy and innovation, one of organizational contexts. Therefore, this study investigates a moderating role of innovation on the relationships between job autonomy and organizational citizenship behavior and between job autonomy and organizational commitment. It also examines a mediating role of organizational commitment on the relationship between job autonomy and organizational citizenship behavior. Grant of job autonomy to its employees signals that the organization values the employees’ input and recognizes their contribution to its goal achievement. Therefore, job autonomy has a positive impact on perceived organizational support (POS). Social exchange theory implies that employees feel an obligation to reciprocate the organizational support. In other words, employees who perceive an organizational support are willing to reciprocate what they have received from the organization. As ways to reciprocate the organizational support, the employees may be committed to the organization's goal accomplishment (organizational commitment) and engage in organizational citizenship behavior (OCB). H1 : Job autonomy will be positively related to organizational commitment. H2 : Job autonomy will be positively related to organizational citizenship behavior Given that job autonomy is an HR practice with which the organization utilizes employees' human capital by providing them with freedom and discretion in decision making, job autonomy fits with innovative organizational climate. Because more innovative companies need more inputs by their employees compared with less innovative companies, employees in more innovative companies are likely to have more opportunities to input their human capital. In contrast, employees in less innovative companies may not have enough opportunities to make innovative suggestions, even though they are provided with job autonomy. As a result, the effects of job autonomy on employees’ attitudes and behavior will be stronger in more innovative companies than in stable companies. H3 : The relationship between job autonomy and organizational citizenship behavior will be stronger in more innovative companies. H4 : The relationship between job autonomy and organizational commitment will be stronger in more innovative companies. Employees committed to the organization will more readily engage in organizational citizenship behavior. In other words, psychological attachment to or psychological identification with the organization will lead to organizational citizenship behavior. H5 : Organizational commitment will mediate the relationship between job autonomy and organizational citizenship behavior. To examine the proposed hypotheses, this study used a survey conducted in companies located in South Korea in 2008. More than 1,290 employees from 50 companies were involved in the survey. We chose 5 items among the 5-dimension scale that Niehoff and Moorman(1993) developed for OCB and 5 items from 15-item scale that Mowday et al.(1979) developed for organizational commitment. Three items from Job Diagnostic Survey and two items from Job Characteristics Inventory were selected for job autonomy. Innovation was measured by the extent to which a company develops or adopts new products or services.

중국기업 내 리더의 직무자율성 부여가 종업원 직무만족과 직무스트레스에 미치는 영향: 기업문화와 보상 및 교육훈련 만족도의 조절효과를 중심으로

허위에,이승윤 리더십학회 2021 리더십연구 Vol.12 No.1

To address the needs of fast-changing markets and consumers, leader’s role in providing employees with job autonomy becomes ever more important. On the other hand, employee job autonomy has been associated with negative effects such as an increased level of stress. This study is carried out in the context of Chinese firms which operate in Confucian cultural background with an emphasis on collectivist socialism characterized by relatively low power distance and equality in distribution. More specifically, this study investigates the relationship between Chinese employees’ job autonomy and their level of job satisfaction and stress. This study further explores how this relationship is moderated by (a) the types of organizational culture that fit the principles of job autonomy including proactivity and taking initiatives, and (b) satisfaction with human resources practices such as compensation and training. Hierarchical multiple regression analysis was conducted using survey data from 202 Chinese employees in Chinese firms. The results show that employee job autonomy is positively associated with both job satisfaction and job stress. The positive relationship between job autonomy and job stress is weakened by hierarchical organizational culture and pay satisfaction. Also, satisfaction with pay and training strengthens the positive relationship between job autonomy and job satisfaction. In addition, the positive relationship between job autonomy and job stress is weakened by pay satisfaction, whereas the relationship is strengthened by training satisfaction. The result indicates the importance of understanding the mechanisms that amplify the positive effects of job autonomy and attenuate its negative effects as well in the context of Chinese firms, which provides theoretical and practical implications for leaders’ effective management of employee job autonomy. On the basis of a deeper understanding of organizational culture of Chinese firms and Chinese employees’ attitudes toward job autonomy, this study aims at contributing to the establishment of a more productive relationship between Korean and Chinese firms. 중국기업 내 리더의 직무자율성 부여가 종업원직무만족과 직무스트레스에 미치는 영향: 기업문화와보상 및 교육훈련 만족도의 조절효과를 중심으로

자율이 자발을 이끈다: 직무 자율성의 매개효과를 중심으로

박경욱,손용준,류재윤,나준희 한국비즈니스학회 2024 비즈니스융복합연구 Vol.9 No.1

Organizations thrive with the voluntary participation of members in a sound sense. This study paid attention to the voluntary participation of members. This study pointed to autonomy as a major factor in increasing voluntary participation. In other words, it was expected that the autonomy of members would lead to voluntary participation for the organization. In organizational psychology, the voluntary participation of members is called organizational citizenship behavior. This study predicted that the autonomy of members would have a positive effect on organizational citizenship behavior. Accordingly, this study examined what factors increase the autonomy of members. This study presented job risk, job environment, supervisor leadership, interpersonal relationships, and personal characteristics (extroversion). In addition, job autonomy and job satisfaction were expected to have a positive influence relationship. As a result of the analysis, job autonomy had a positive effect on job satisfaction and organizational citizenship behavior. In addition, it was confirmed that job satisfaction also had a positive effect on organizational citizenship behavior. Job environment, supervisor leadership, and interpersonal relationships had a positive effect on job autonomy. However, job risk and personal characteristics (extroversion) did not affect job autonomy. Job risk, job environment, supervisor leadership, and interpersonal relationships had a positive effect on job satisfaction. It was confirmed that personal characteristics (extroversion) were not influential factors on job satisfaction.

개인-직무 적합성과 과업 및 맥락 성과

김미희(Mihee Kim),신유형(Yuhyung Shin),문철우(Chul Woo Moon) 한국인사조직학회 2012 인사조직연구 Vol.20 No.1

개인-직무 적합성에 대한 연구가 오랫동안 지속되어 왔음에도 불구하고 개인-직무 적합성과 직무 성과간의 관계에서 조절효과를 미치는 변수들에 대한 규명은 최근에 와서야 이루어졌다. 본 연구에서는 팀제와 임파워먼트의 확산 등으로 대표 되는 최근의 경영 흐름에 따라 직무특성이론이 제시하는 5대 직무특성들 중 과업 중요성과 자율성에 초점을 맞추어 개인-직무 적합성과 과업 및 맥락 성과의 관계에 대한 이들 두 가지 직무특성들의 조절효과를 고찰하였다. 보다 구체적으로, 본 연구에서는 과업 중요성과 자율성이 개인-직무 적합성과 과업 및 맥락 성과간의 관계에 각각 정(+)의 조절효과를 미칠 것으로 예측하였다. 이러한 연구 가설을 검증하기 위해 층화 표집을 통해 선정된 263개 기업의 종업원 6,044명을 대상으로 설문 조사가 실시되었다. 설문 데이터에 대한 위계적 회귀분석 결과는 개인-직무 적합성과 과업 성과간의 관계는 과업 중요성과 자율성이 높은 경우에 더 강하게 나타난다는 사실을 보여주었다. 그러나, 개인-직무 적합성과 맥락 성과간의 관계에는 과업 중요성만 정의 조절효과를 미치는 것으로 나타났으며, 개인-직무 적합성과 자율성은 맥락 성과와 각각 정의 관계를 보이는 것으로 발견되었다. 본 연구의 결과는 적합성 연구에 대한 이론적 시사점과 직무 배치 및 직무 재설계에 대한 실무적 함의를 갖는다. Person-environment fit theory posits that congruence between individuals’ characteristics and those of their surrounding environments is positively associated with their work outcomes. Among various types of person-environment fit, person-job fit refers to a match between an individual’s characteristics and those of his or her job. While a vast amount of research has investigated the relationships between person-job fit and work outcomes, little attention has been paid to potential moderators between person-job fit and job performance. To fill this gap, we attempted to delineate moderators that can strengthen or weaken the relationship between person-job fit and job performance. Drawing on job characteristics theory, we identified task significance and autonomy as moderators of the linkages between perceived person-job fit and task and contextual performance. Due to the proliferation of a team-based organizational structure and empowerment, the role of task significance and autonomy in work contexts is increasingly important. In the current study, we proposed that the relationships between perceived person-job fit and task and contextual performance would be stronger when task significance and autonomy were high than when they were low. Our hypotheses were tested using large-scale survey data collected from 6,044 employees in 263 Korean companies representing diverse industries, locations, and firm sizes. The results of hierarchical regression analyses supported most of the hypotheses. As predicted, the relationship between perceived person-job fit and task performance was moderated by task significance and autonomy. More specifically, this relationship appeared stronger when task significance and autonomy were higher than when they were low. In addition, the linkage between perceived person-job fit and contextual performance was moderated by task significance. As expected, the association between perceived person-job fit and contextual performance was more pronounced when task significance was high than when it was low. However, we did not detect any moderating effect of autonomy for contextual performance. Instead, we found significant main effects of person-job fit and autonomy on contextual performance. Our findings have several theoretical and practical implications. First of all, the present study contributes to the fit literature by elucidating boundary conditions under which the relationship between person-job fit and task and contextual performance was strengthened. Our results suggest that there are important job characteristics that can intensify the effect of person-job fit, even after controlling individual characteristics such as growth need strength. Based on these findings, managers may need to increase the level of task significance and autonomy to maximize the effect of person-job fit on employee performance. Providing employees with a significant and autonomous job could be an avenue to enhance their task and contextual performance. In conclusion, the current study elaborates on the extant body of knowledge on person-job fit by exploring moderators of the fit-performance relationship using a sample with high external validity.

조직 구성원의 직무자율성과 직무만족도의 관계 분석 : 대구·경북 유아교육기관 원장이 유아교사에게 발휘하는 리더십 유형의 조절효과를 중심으로

김경민(Kim, Kyoungmin),유지윤(Yoo, Jiyoon),도수관(Doh, Soogwan) 한국지방정부학회 2020 지방정부연구 Vol.24 No.3

본 연구의 목적은 유아교육기관의 원장이 발휘하는 리더십 유형이 유아교사의 직무자율성과 직무만족도의 관계에 미치는 영향을 실증적으로 분석하는 데에 있다. 이를 위해 본 연구에서는 직무자율성과 직무만족도의 관계를 이론적으로 검토하고, 리더십 유형을 변혁적 리더십과 거래적 리더십으로 유형화 한 뒤 구체적인 데이터를 활용하여 유아교사의 직무자율성과 직무만족도의 관계가 원장의 리더십 유형에 따라 어떻게 달라지는지를 실증적으로 분석하였다. 주요 분석결과를 요약하면 다음과 같다. 첫째, 유아교사의 직무자율성 수준이 높을수록 유아교사의 직무만족도가 증가하는 것으로 나타났다. 둘째, 유아교사는 소속기관의 원장이 변혁적 리더십을 발휘하는 수준이 높다고 인식할수록 유아교사의 직무만족도는 증가하는 것으로 나타났다. 셋째, 유아교사가 인식하는 원장의 리더십이 변혁적 리더십이든 거래적 리더십이든 원장의 리더십 발휘 수준이 높다고 인식할수록 유아교사의 보수와 승진에 대한 만족도는 높아지는 것으로 나타났다. 넷째, 유아교사의 직무자율성과 유아교사의 전반적인 직무만족도 간의 관계가 원장이 발휘하는 리더십 유형에 따라 다르게 나타나고 있으며 특히, 유아교사는 원장이 변혁적 리더십을 발휘하고 있다고 인식할수록 유아교사의 직무자율성이 유아교사의 전반적인 직무만족도를 제고하는데 기여한다고 볼 수 있다. 본 연구의 분석 결과가 시사하는 바는 유아교사의 직무자율성이 직무만족도에 긍정적인 영향을 미칠 수는 있지만 유아교사가 근무하고 있는 유아교육기관의 원장이 어떤 리더십을 발휘하는가에 따라 유아교사의 직무자율성과 직무만족도의 관계가 달라질 수 있다는 것이다. 뿐만 아니라 유아교사의 직무자율성 보장은 매우 중요하며, 그러한 직무자율성은 유아교사가 근무하고 있는 유아교육기관의 원장이 카리스마와 영감적 동기 부여, 개별적 배려, 지적 자극을 통한 변혁적 리더십을 발휘할 때 더욱 더 유아교사의 직무만족도를 제고할 수 있고, 궁극적으로는 유아교육의 질을 제고할 수 있을 것이다. This study seeks to examine the impact of leadership type of directors of daycare centers and kindergartens as a moderator variable on the relationship between job autonomy and job satisfaction of early childhood teachers. In this study, leadership types were categorized into transformational and transactional leaderships. The questionnaire was developed and distributed to early childhood teachers working in the areas of Daegu and Gyeongbuk. It is shown that early childhood teachers with high level of job autonomy exhibit higher level of job satisfaction. It is also shown that early childhood teachers who perceive leadership style of their directors as transitional are likely to have increased job satisfaction. Regardless of whether directors ‘leadership style is transitional or transactional, early childhood teachers have higher level of their salary satisfaction and promotion as they perceive leadership level of their directors as high. Empirical results of this study show that the relationships between early childhood teachers’ job autonomy and their comprehensive job satisfaction are different depending on leadership types of directors. In particular, the higher level of job autonomy of early childhood teachers has more to do with higher level of their comprehensive job satisfaction when they recognize their directors have transitional leadership. The results of this study imply that early childhood teachers’ job autonomy is positively related to their job satisfaction, and yet, the relationship between job autonomy and job satisfaction of early childhood teachers could be different depending on leadership types of directors and their work places. It is also important to guarantee early childhood teachers’ job autonomy. Such job autonomy can be contributable to their higher level of job satisfaction, when directors of early childhood have transitional leadership through charisma, inspirational motivation, individual caring, and intellectual stimulation, and finally it will be contributable to high quality of early childhood education.

ICT 기업 근로자들에 대한 직무요구와 직무만족의 관계 연구: 사회적지원 versus 직무자율성

조영삼,이영우 한국인터넷전자상거래학회 2017 인터넷전자상거래연구 Vol.17 No.6

The purpose of this study is to investigate the relationship between job demand and job satisfaction for the employees in ICT firm. Especially, we pay attention to the moderating effects including supervisor support, colleague support, and job autonomy in the relationship. From the resource-based perspective, social support and job autonomy are important resources for employees to cope with stress due to excessive demand for their job. Futhermore, self-determination theory explains that autonomy or discretion would decrease the stress from job demand. The results indicated that job demand was negatively related to ICT employees’ job satisfaction, whereas supervisor support, colleague support, and job autonomy were positively related to their job satisfaction. We then examined the moderating effects of them between job demand and job satisfaction. Although the moderating effect of job autonomy was significant in the relationship, there were no moderating effects of supervisor and colleague supports in the relationship. The findings provide important theoretical and managerial implications.

항공서비스 기업의 코칭리더십과 객실승무원의 직무자율성, 조직몰입, 직무성과간의 구조적 관계분석

정태연 관광경영학회 2018 관광경영연구 Vol.85 No.-

The purpose of this study was to verify the structural relationships among coaching leadership, job autonomy, organizational commitment and job performance of flight crew. This paper chose flight crews as a population of this study who was working in the domestic airline more than 6 mons. For the analysis of data, 308 questionnaires were used using PASW 18.0 Windows Version and Amos 20.0. Frequency analysis and reliability analysis were processed. To examine convergent validity and correlation between variables, confirmatory factor analysis and correlation analysis were conducted. Finally, structural equation model(SEM) was made for the verification of model suitability and research hypotheses. The results of this research is presented as follows: First, coaching leadership on job autonomy showed that coaching leadership had a significant effect on flight crews' job autonomy. Second, coaching leadership on organizational commitment showed that coaching leadership had a significant effect on flight crews' organizational commitment. Third, coaching leadership on job performance showed coaching leadership had not a significant effect on flight crews' job performance. Forth, job autonomy on organizational commitment showed that job autonomy had a significant effect on flight crews' organizational commitment. Fifth, job autonomy on job performance showed job autonomy had not a significant effect on flight crews' job performance.

호텔 종업원의 직무자율성이 서비스품질에 미치는 영향

조원섭 ( Won Seb Cho ) 한국관광산업학회 2015 Tourism Research Vol.40 No.2

호텔은 일반기업보다 높은 서비스품질이 요구되는 환경에서 고객만족의 제고를 위한 직무자율성에 관한 연구는 유의미한 연구라 여겨진다. 따라서 본 연구는 직무자율성이 서비스품질에 미치는 영향을 규명하기 위하여 호텔종업원 274명으로부터 설문을 획득하여 직무자율성과 서비스품질의 영향관계를 규명하였다. 연구의 구성하는 각 개념의 하위 차원은 목표자율성, 방법자율성, 일정자율성과 신뢰성, 응답성이다. 연구결과는 다음과 같다. 첫째, 목표자율성은 신회성에 긍정적 영향을 미친다. 넷째, 몰표자율성은 응답성에 긍정적 영향을 미친다. 이러한 연구의 결과는 호텔경영에 있어서 직무자율성의 중요성을 시사하는 것이다. 따라서 호텔 경영자는 종업원의 직무자율성에 관심을 자지고 적절한 직무자율성의 부여에 관한 타당한 프로그램에 개발하여야 할 것이다. With the radical change of business environment, all hotel employees are asked to provide customers with high service quality every day. This study aimed at examining the effect of job autonomy on service quality of employees by conducting a survey of 274 hotel employees in Korea. The obtained results are as follows: First, target autonomy had positively significant effect on reliability of service quality. Second, method autonomy had positively significant effect on reliability of service quality. Third, schedule autonomy had positively significant effect on reliability of service quality. Fourth, target autonomy had positively significant effect on responsiveness of service quality. Fifth, method autonomy had positively significant effect on responsiveness of service quality. Sixth, schedule autonomy had positively significant effect on responsiveness of service quality. The results imply that job autonomy is an important factor of hotel business; therefore, the management should pay more attention to job autonomy. Moreover, to improve outcomes, hotels need to develop programs for increasing job autonomy.

조직구성원의 지식공유, 직무자율성, 혁신행동의 관계

이효섭,정홍인 부경대학교 인문사회과학연구소 2020 인문사회과학연구 Vol.21 No.4

The unprecedented national disaster situation caused by the Fourth Industrial Revolution, Covid 19, suggests to us that corporate innovation is more urgent than ever. The purpose of this study was to analyze whether the knowledge sharing of organizational members affects innovation behavior through job autonomy. To this end, a questionnaire was conducted for workers working at Company H, and the analysis method used SPSS 23.0 and Amos 21.0 programs. As a result of the study, first, it was found that knowledge sharing had a positive effect on job autonomy. This indicates that job autonomy increases as the knowledge interaction of the organization members increases. Second, it was found that knowledge sharing had a positive effect on innovation behavior in the manufacturing industry. In other words, the higher knowledge sharing in the manufacturing industry, the higher the innovation behavior of members. Third, job autonomy was also found to have a significant effect on innovation behavior. This means that the more employees are given autonomy in their jobs, the greater their innovation behavior. Fourth, in the relationship between knowledge sharing and innovation behavior, job autonomy was found to have a partial mediating effect. This means that in the relationship between knowledge sharing and innovation behavior, the expression of innovation behavior increases through high job autonomy of organization members. Therefore, if knowledge sharing and job autonomy are improved to increase the innovation behavior of members at the organizational level, it can contribute to the establishment of an organization's innovation culture. 4차 산업혁명, 코로나19 로 인한 전례없는 국가재난상황은 그 어느 때보다 기업의 혁신이 절실히 필요함을 우리에게 시사하고 있다. 이에 본 연구에서는 조직구성원의 지식공유가 직무자율성을 매개로 혁신행동에 미치는 영향을 분석하기 위하여 관련 선행연구를 검토 및 분석한 결과를 중심으로 연구모형을 설정하였다. 본 연구목적을 달성하기 위하여2019년 5월 20일부터 5월 27일(8일 간)까지 근로자 300명을 대상으로 온라인 설문을 배포후 불성실한 응답을 제외한 258명을 대상으로 분석을 실시하였다. 분석방법은 SPSS(23.0) 과 Amos( 21.0) 프로그램을 활용하였으며, 분석결과는 다음과 같다. 첫째, 구성원 간 지식공유는 직무자율성에 유의한 영향을 미치는 것으로 나타났다. 이는 조직구성원의 지식 상호작용이 활발할수록 직무자율성이 증가한다는 것을 나타낸다. 둘째, 조직구성원의 지식공유는 혁신행동에 유의한 영향을 미치는 것으로 나타났다. 즉, 구성원 간 지식공유가 높을수록 혁신행동이 높아짐을 의미한다. 셋째, 직무자율성 역시 혁신행동에 유의한 영향을 미치는 것으로 나타났다. 이는 구성원에게 직무에 대한 자율성이 주어질수록 혁신행동이 증가한다는 것을 의미한다. 마지막으로, 지식공유와 혁신행동의 관계에서 직무자율성은 부분매개효과를 갖는 것으로 나타났다. 이는 지식공유와 혁신행동의 관계에서 조직구성원의 높은 직무자율성을 통하여 혁신행동 발현이 증가한다는 것을 의미한다. 따라서 조직차원에서 구성원의 혁신행동을 높일 수 있도록 지식공유의 활동성을 높이고 구성원의 직무자율성을 제고시킨다면 조직의 혁신문화 구축에 기여할 수 있을 것이다. 상기 연구결과를 바탕으로 연구의 시사점과 향후 연구방향을 제시하였다.

뷰티 서비스 종사자의 직무배태성, 직무자율성 및 직무성과간의 관계

임미지 ( Mi-ji Lim ),박은준 ( Eun-jun Park ) 한국미용학회 2021 한국미용학회지 Vol.27 No.5

The purpose of this study was to investigate the effect of beauty service workers' job embeddedness and job autonomy on job result. Based on this, the purpose of this study is to present a management strategy for efficient management. In this study, a total of 500 questionnaires for beauty workers working in Seoul were used for the final analysis. The collected data was analyzed using SPSS 22.0. Frequency analysis, factor analysis, reliability analysis, and regression analysis were used. The research results are as follows. First, In terms of demographic characteristics, women and their twenties were the highest, and the job-level ranks were the highest. Second, as a result of examining the effect of job embeddedness of beauty service workers on job autonomy, it was found that sacrifice, connection, and suitability affect job autonomy. Third, as a result of examining the effect of job embeddedness on job result, it was found that job embeddedness affects job result. Fourth, as a result of examining the effect of job autonomy on job result, it was found that it partially affected job result. Therefore, if beauty service workers lead the long-term work of the workers by giving them the authority to make autonomous decisions on service work, presenting appropriate compensation according to work performance, and opening the possibility for promotion, efficient management can be drawn.