메이크업샵ㆍ네일샵 종사자의 잡크래프팅이 직무배태성과 혁신행동에 미치는 영향 = The Impact of Job Crafting on Job Assignment and Innovative Behavior among Nail and Makeup Shop Employees

국문 초록 (Abstract)

본 연구는 메이크업샵ㆍ네일샵 종사자를 대상으로 잡크래프팅이 직무 배태성과 혁신행동에 미치는 영향을 규명하고, 이를 통해 미용 서비스 산업의 인적 자원관리 및 조직 운영 전략 수립에 필요한 실증적 기초 자 료를 제공하고자 하였다. 연구 대상은 부산ㆍ울산광역시 및 경상남ㆍ북도 지역에 소재한 메이크 업샵ㆍ네일샵 종사자 335명을 대상으로 수집하였으며, 분석 방법으로는 독립표본 t-검정, 일원분산분석(One-way ANOVA) 및 Duncan 사후 검 정을 활용하여 일반적 특성과 직무 특성에 따른 차이를 분석하였고, 다 중회귀분석을 통해 변수 간 영향 관계를 검증하였다. 본 연구의 결과는 다음과 같다. 첫째, 일반적 특성에 따른 차이 분석 결과, 잡크래프팅은 연령, 근무경 력, 월평균소득, 샵 형태, 영업유형, 매장위치, 고용형태, 매장크기 등에서 유의미한 차이가 나타났다. 직무배태성은 학력, 월평균소득, 샵 형태, 영 업유형, 고용형태 등에서 유의미한 차이가 나타났으며, 혁신행동은 성별, 결혼여부, 학력, 근무경력, 월평균소득, 샵 직위, 고용형태, 매장위치, 매 장크기, 샵 종사자수 등에서 유의미한 차이가 나타났다. 둘째, 메이크업샵ㆍ네일샵 종사자를 대상으로 잡크래프팅이 직무배태 성에 미치는 영향을 분석한 결과, 인지 크래프팅과 관계 크래프팅은 조 직적합성과 연계성, 희생에 중요한 영향을 미치는 것으로 나타났다. 특히 메이크업샵ㆍ네일샵 모두에서 직무 크래프팅과 관계 크래프팅이 조직적 합성에 유의한 영향을 미쳤으며, 이는 종사자가 자신의 업무를 능동적으 로 재구성하고 관계를 확장할수록 조직에 대한 심리적 정착감이 강화됨 을 의미한다. 메이크업샵ㆍ네일샵 종사자를 대상으로 잡크래프팅이 혁신 행동에 미치는 영향을 분석한 결과, 직무 크래프팅, 인지 크래프팅, 관계 크래프팅 모두 혁신행동에 유의한 영향을 미치는 것으로 나타났다. 특히 직무 크래프팅과 관계 크래프팅은 메이크업샵ㆍ네일샵 모두에서 유의미 한 영향을 미쳤으며, 종사자의 직무를 능동적으로 재구성할수록 혁신행 동을 촉진하는 핵심 요인임을 확인하였다. 셋째, 메이크업샵ㆍ네일샵 종사자를 대상으로 직무배태성이 혁신행동 에 미치는 영향을 분석한 결과, 직무배태성의 조직적합성, 연계성, 희생 은 혁신행동에 중요한 영향을 미치는 것으로 나타났다. 즉, 조직적합성은 메이크업샵에서, 희생은 메이크업샵ㆍ네일샵 모두에서, 연계성은 네일샵 에서 유의한 영향을 미치는 것으로 보아, 새로운 아이디어 개발, 창의적 인 문제 해결 방법 모색, 적극적인 실행 등이 가능한 환경을 만들어 주 는 것이 바람직하다. 다음은 메이크업샵ㆍ네일샵 간 비교분석 결과, 두 업종 모두 동일한 미용서비스 분야에 속하지만 고객 접점 방식, 협업 구조, 직무 특성의 차 이로 인해 잡크래프팅과 직무배태성, 혁신행동 간 영향 관계에서 차별적 인 패턴이 나타났다. 메이크업샵의 경우 직무 크래프팅과 관계 크래프팅 이 조직적합성과 연계성 강화에 중요한 역할을 하는 반면, 네일샵에서는 관계 크래프팅이 직무배태성과 혁신행동 모두에 영향을 미치는 것으로 나타났다. 또한 직무배태성이 혁신행동에 미치는 영향에서도 메이크업샵은 조직적합성과 희생이, 네일샵은 연계성과 희생이 주요 요인으로 작용 하여 업종별 특성에 따른 차이를 확인하였다. 이러한 결과를 바탕으로 업종 특성에 따라 메이크업샵은 창의적 판단 과 전문성 발휘 기회를 확대하고, 네일샵은 고객 및 동료와의 관계 형성 과 직무 의미 부여를 강화하는 차별화된 인적자원관리 전략이 필요함을 제안한다. 또한 개인 및 조직 특성에 따라 잡크래프팅과 혁신행동의 영 향이 다르게 나타나므로, 맞춤형 직무 설계와 동기부여를 통해 종사자의 자율적ㆍ창의적 행동을 촉진하는 조직 환경 조성이 필요하다. 본 연구는 메이크업샵ㆍ네일샵 종사자의 잡크래프팅, 직무배태성, 혁신 행동 간의 관계를 실증적으로 규명하고, 미용서비스 산업의 인적자원관 리 전략 수립에 유용한 시사점을 제공하였다는 점에서 의의가 있다.

다국어 초록 (Multilingual Abstract)

The purpose of this study is to examine the effects of job crafting on job embeddedness and innovative behavior among makeup and nail shop workers. It aims to provide empirical evidence to inform human resource and organizational management strategies in the beauty service industry. The study sample consisted of 335 makeup and nail shop workers in Busan, Ulsan Metropolitan City, Gyeongsangnam-do, and Gyeongsangbuk-do, South Korea. The data were analyzed using independent sample t-tests, a one-way analysis of variance, and Duncan’s post hoc tests to assess differences according to general and job-related characteristics. Multiple regression analysis was also employed to examine the relationships among the study variables. The results are as follows. First, significant differences in job crafting were found according to age, educational background, work experience, average monthly income, shop type, business type, store location, employment type, and store size. Job embeddedness significantly differed by educational background, average monthly income, shop type, business type, and employment type. Innovative behavior showed significant differences based on gender, marital status, educational background, work experience, average monthly income, job position, employment type, store location, store size, and number of employees. Second, job crafting had a significant effect on job embeddedness and innovative behavior among makeup and nail shop workers. Task crafting and cognitive crafting significantly influenced organizational suitability, connectivity, and sacrifice, indicating that workers who actively reorganize their tasks and reframe the meaning of their work experience stronger psychological attachment to their organizations. In both makeup and nail shops, task crafting and cognitive crafting positively affected organizational suitability. Additionally, task crafting, cognitive crafting, and relational crafting had significant positive effects on innovative behavior. In particular, task crafting and relational crafting were influential in both shop types, confirming that proactive job redesign plays a key role in promoting innovative behavior. Third, job embeddedness significantly influenced innovative behavior. Organizational suitability, connectivity, and sacrifice were all found to have meaningful effects. Specifically, organizational suitability was a key factor in makeup shops, while sacrifice played an important role in both makeup shops and nail shops. These findings suggest that environments that encourage idea generation, creative problem-solving, and active implementation are essential for fostering innovation. A comparative analysis between makeup and nail shops revealed distinct patterns, despite both belonging to the beauty service sector. Differences in customer interaction, collaboration structures, and job characteristics led to varying influence mechanisms. In the case of makeup shops, task crafting and relational crafting were particularly important for strengthening organizational suitability and connectivity. In nail shops, relational crafting significantly affected both job embeddedness and innovative behavior. Moreover, organizational suitability and sacrifice were key predictors of innovative behavior in makeup shops, whereas connectivity and sacrifice were more influential in nail shops. Based on these findings, makeup shops should expand opportunities for creative decision-making and professional autonomy, while nail shops should require differentiated human resource management strategies that emphasize relationship building with customers and colleagues and enhance job meaning. Since the effects of job crafting and innovative behavior vary according to individual and organizational characteristics, customized job design and motivational strategies are necessary to promote autonomous and creative behavior among workers. Overall, this study is significant in that it empirically identifies the relationships among job crafting, job embeddedness, and innovative behavior among makeup and nail shop workers, and provides practical implications for developing effective human resource management strategies in the beauty service industry.

목차 (Table of Contents)

• Ⅰ. 서론 ·················································································································1
• 1. 연구의 필요성 및 목적 ···············································································1
• 2. 연구방법 및 논문의 구성 ···········································································5
• Ⅱ. 이론적 배경 ··································································································7
• 1. 메이크업 종사자 네일 종사자 ···································································7
• 가. 메이크업샵 종사자 ·················································································8
• 나. 네일샵 종사자 ·························································································9
• 2. 잡크래프팅 ···································································································10
• 가. 잡크래프팅 개념 및 정의 ·································································10
• 나. 잡크래프팅의 구성요소 ·······································································15
• 다. 잡크래프팅의 선행연구 ·······································································22
• 3. 직무배태성 ···································································································26
• 가. 직무배태성 개념 및 정의 ·································································26
• 나. 직무배태성 구성요소 ···········································································30
• 다. 직무배태성 선행연구 ···········································································36
• 4. 혁신행동 ·······································································································40
• 가. 혁신행동 개념 및 정의 ·······································································40
• 나. 혁신행동 선행연구 ···············································································46
• Ⅲ. 연구 설계 ····································································································50
• 1. 연구모형 및 가설 ·······················································································50
• 2. 연구가설 및 측정도구 ···············································································51
• 3. 연구대상 및 분석 방법 ·············································································55
• 가. 조사대상자의 선정 및 기간 ·······························································55
• 나. 설문지의 구성 ·······················································································56
• 다. 분석 방법 ·······························································································58
• Ⅳ. 연구결과 ······································································································59
• 1. 조사대상자의 일반적 특성 ·······································································59
• 2. 측정도구의 타당성 및 신뢰도 검증 ·······················································63
• 가. 잡크래프팅에 대한 타당성 및 신뢰도 검증 ···································64
• 나. 직무배태성에 대한 타당성 및 신뢰도 검증 ···································66
• 다. 혁신행동에 대한 타당성 및 신뢰도 검증 ·······································67
• 3. 기술통계적 분석 ·························································································69
• 가. 잡크래프팅 ·····························································································69
• 1) 전반적인 잡크래프팅 ········································································69
• 2) 일반적 특성에 따른 잡크래프팅 차이 ··········································70
• 나. 직무배태성 ·····························································································74
• 1) 전반적인 직무배태성 ········································································74
• 2) 일반적 특성에 따른 직무배태성 차이 ··········································74
• 다. 혁신행동 ·································································································79
• 1) 전반적인 혁신행동 ············································································79
• 2) 일반적 특성에 따른 혁신행동 차이 ··············································79
• 4. 상관관계 분석 ·····························································································83
• 5. 가설의 검증 ·································································································84
• 가. 가설1의 검증 ·························································································84
• 나. 가설2의 검증 ·························································································90
• 다. 가설3의 검증 ·························································································93
• 라. 가설검증 결과요약 ···················································································95
• Ⅴ. 결론 ···············································································································97
• 1. 연구결과의 요약 및 논의 ·········································································97
• 2. 연구의 한계 및 향후 연구방향 ·····························································105
• 참고문헌 ·········································································································107
• 부록 ·················································································································120
• Abstract ··········································································································125