고용안정성이 직무열의에 미치는 영향 = The effect of job security on the job engagement

국문 초록 (Abstract)

기술이 발전하고 글로벌화 되면서 기업의 경쟁력은 점점 더 약화되고 경영환경 또한 예측할 수 없는 상황으로 근로자들의 고용안정이 사회적 화두로 떠오르고 있다. 국가 간의 치열한 경쟁은 자국의 이익을 우선으로 생각하는 정책들로 나타나고 무역 전쟁이라고 표현할 수 있을 정도로 세계 각국의 정상들은 자국민의 일자리 창출에 모든 에너지를 쏟고 있는 실정이다. 또한 4차 산업이라는 새로운 산업혁명의 출현으로 인간이 하던 일을 기계가 대신함으로서 일자리는 빠르게 사라지고 있다. 4차 산업혁명은 지금까지 인간이 하던 일자리가 사라지는 대신에 새로운 일자리를 창출할 것이라고 말하는 학자들도 있지만 미래를 예측할 수 없는 인간으로서는 일자리가 사라지는 것에 대한 불안으로 삶이 황폐해 지기 시작하고 있다.
최근 어떤 연구자의 연구에 의하면 인간이 자신의 삶에 있어 일과 가정 중에서 어느 것이 더 중요한가를 묻는 설문조사에서 자신의 가정과 일을 동등하게 중요하다고 생각하는 비율이 월등히 높게 나타났다고 하였다. 이 결과만 보더라도 삶에 있어 일이 차지하는 비중은 자신의 소중한 가족만큼이나 중요하다는 것을 의미한다. 이에 본 연구자는 기업 구성원이 지각하는 고용안정성이 자신의 직무를 수행하는 데 있어 미치는 직무열의의 관계와 그 과정에서 조직공정성의 조절효과에 대하여 연구한 결과, 다음과 같은 연구결과를 도출하였다.
첫째, 인구통계적 요인들 중에서 결혼의 유무와 연령의 차이, 근속년수에 따라 고용안정성의 차이가 있을 것이라는 가설이 직위안정성과 상황 통제력 모두 차이가 있는 것으로 나타나 채택되었다. 하지만 학력과 회사의 규모에 따라 고용안정성의 차이가 있을 것이라는 가설은 차이가 없는 것으로 나타나 기각되었다. 따라서 인구통계적 요인들에 따라서 고용안정성의 차이가 있을 것이라는 가설은 부분채택 되었다.
둘째, 고용안정성은 직무열의에 긍정적인 영향을 미칠 것이라는 가설은 고용안정성이 헌신에 미치는 영향에 대해서는 부분채택 되었으나 몰두에 긍정적인 영향을 미칠 것이라는 가설은 모두 채택되었다.
셋째, 고용안정성과 조직공정성의 관계를 살펴보면 고용안정성은 조직공정성에 긍정적인 영향을 미치는 것으로 나타나 분배공정성, 절차공정성, 그리고 상호작용공정성 모두 가설이 채택되었다.
넷째, 조직공정성이 고용안정성과 직무열의의 영향에 있어서 조직공정성은 고용안정성과 직무열의의 관계를 조절할 것이라는 가설은 조절하지않는 것으로 나타나 모두 기각되었다.
이러한 연구결과를 종합하면, 고용안정성은 직무열의에 긍정적 영향관계에 있고, 고용불안은 종업원들의 직무열의와 기업성과에 부정적인 영향을 미칠 수 있기 때문에 매우 신중하게 접근해야 한다는 점이다. 또한 조직공정성의 조절효과에 대한 가설이 기각되었다는 점은 고용안정성이 확보된다면 불합리한 조직관행 또한 수용할 수 있다는 종업원들의 역설을 보여준다는 점에서 고용안정성의 중요성을 새삼 확인시켜준다.

다국어 초록 (Multilingual Abstract)

The advancement and globalization of technology is proven to weaken a company’s competitiveness as business environment flows into un-expectable sate, job security for workers surfaces as a social topic. As all nations seek to prioritize national benefits and pursue policies that resemble a trade war. Leaders around the world exert much efforts to employ own citizens while the 4th industrial revolution cause machines to overtake works of people. Many speculates that this industrial revolution will offer many new jobs as much as they will disappear, however as humans who can’t foresee the future, decreasing jobs leads to insecurity which again leads to devastation of daily life.
A recent survey shows, when asked the importance between work and family, rather large ratio of people answered that they are equally important. In other words, many people consider their work to be as valuable as their family.
This research seeks to prove how the perceived job security affects the employee’s job engagement and the effects of regulating organizational justice and has derived following hypothesis(s).
First, in the demographical point of view, difference in job security by difference in gender is partially significant. The marital status, age difference, and length of service all has effects on positional security and situational control ability therefore they’re deemed significant.
The level of education, and the size of the company seems not to have any effects on the job security therefore it is dismissed. The rank of a employee appears to have effects on the job security therefore this hypothesis is partly significant.
Second, the positive effects of job security to job engagement proves partly significant on the effect on dedication and fully significant on concentration.
Third, job security significantly positively affects on all organizational justice which are distributive, procedural and interactional justices.
Fourth, the hypothesis of effects of organizational justice to the relationship between job security and job engagement was all dismissed.

목차 (Table of Contents)

• Ⅰ. 서론·················································································································1
• 1. 연구목적 ·········································································································1
• 2. 연구방법과 내용···························································································3
• Ⅱ. 이론적 배경··································································································5
• 1. 고용안정성 ·····································································································5
• 가. 고용안정성 개념 ·····················································································5
• 나. 고용안정성의 구성요소 ·········································································8
• 다. 고용안정성의 저해원인과 결과···························································9
• 2. 직무열의 ·······································································································11
• 가. 직무열의의 개념 ···················································································11
• 나. 직무열의의 구성요소 ···········································································14
• 3. 조직공정성 지각·························································································15
• 가. 조직공정성 개념 ···················································································15
• 나. 조직공정성의 구성요소 ·······································································16
• 4. 고용안정성과 직무열의의 관계·······························································18
• 5. 고용안정성과 직무열의 및 조직공정성 간의 관계 ·····························21
• Ⅲ. 연구설계······································································································23
• 1. 연구모형 ·······································································································23
• 2. 연구가설 ·······································································································25
• 3. 변수의 조작적 정의와 측정·····································································27
• 4. 설문조사와 통계분석 ·················································································31
• Ⅳ. 실증분석······································································································33
• 1. 기초통계분석·······························································································33
• 2. 타당성과 신뢰도 분석 ···············································································35
• 가. 고용안정성과 조직공정성···································································35
• 나. 직무열의 ·································································································37
• 다. 상관관계 분석 ·······················································································38
• 3. 가설검정의 결과와 논의···········································································39
• 가. 가설 1의 검증 ·······················································································39
• 나. 가설 2의 검증 ·······················································································47
• 다. 가설 3의 검증 ·······················································································49
• 라. 가설 4의 검증 ·······················································································51
• 4. 가설검정의 결과요약 ·················································································58
• Ⅴ. 결론 ···············································································································60
• 1. 연구결과 ·······································································································60
• 2. 한계점 및 향후과제 ···················································································61
• 참고문헌 ············································································································62
• 부록 [설문지] ···································································································72
• Abstract ··········································································································77