종업원의 내재적 동기부여와 조직몰입 간의 관계에 있어서 조직피드백의 조절역할 = The Moderating Role of Organizational Feedback in The Relationship Between Employee’s Intrinsic Motivation and Organizational Commitment

다국어 초록 (Multilingual Abstract)

This study investigated the effects employee’s intrinsic motivation and organizational feedback on organizational commitment and the moderating role organizational feedback on the relationship between employee’s intrinsic motivation and organizational commitment in the workplace. Data were collected from 287 employees in the manufacturing firms. Results indicated that employee’s intrinsic motivation had a positive effect on organizational commitment. Results also indicated that organizational feedback moderated the relationship between employee’s intrinsic motivation and organizational commitment. Especially, The positive (+) relationship between employee’s intrinsic motivation and organizational commitment was strengthened when organizational feedback was high than it was low. Implications for practice and directions for future research are discussed.

국문 초록 (Abstract)

최근 개인주의와 무한경쟁의 심화로 공동체의식의 형성이 쉽지 않은 기업 상황에서 조직몰입에 대한 관심이 높다. 조직몰입은 가장 중요한 종업원 태도 가운데 하나로 여겨져 왔으며, 학계 및 기업에서 광범위하게 논의되고 강조되어 왔다. 본 연구의 목적은 종업원의 내재적 동기부여와 조직피드백이 조직몰입에 미치는 영향과 종업원의 내재적 동기부여와 조직몰입 간의 관계에 있어서 조직피드백의 조절역할을 규명하고자 하였다. 연구자료는 국내 제조업체에 근무하는 287명의 종업원들로부터 수집되었다. 본 연구의 분석결과는 다음과 같다. 첫째, 종업원의 내재적 동기부여는 조직몰입에 긍정적인 영향이 있는 것으로 나타났다. 둘째, 조직피드백은 종업원의 내재적 동기부여와 조직몰입 간의 관계를 조절하는 것으로 나타났다. 특히, 종업원의 내재적 동기부여와 조직몰입 간의 정(+)의 관계는 조직피드백이 낮을 때보다 높을 때 더 강해지는 것으로 밝혀졌다. 본 연구결과의 시사점은 다음과 같다. 첫째, 경영자들은 종업원의 내재적 동기부여를 통하여 종업원들의 조직몰입을 향상시킬 수 있다. 둘째, 경영자들은 조직차원의 피드백 제공을 통하여 내재적 동기부여를 가진 종업원들의 조직몰입 수준을 크게 향상시킬 수 있다. 특히, 경영자들은 종업원의 내재적 동기부여 수준이 높을 때, 조직피드백을 효과적으로 줄 때 종업원의 조직몰입 수준을 가장 효과적으로 높일 수 있다.

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