헤어샵 종사자의 조직문화가 메타인지, 자기효능감, 직무만족에 미치는 영향 = Influence of Organizational Culture on Hair Salon Employees’ Metacognition, Self-Efficacy, and Job Satisfaction

국문 초록 (Abstract)

현대 산업시장은 규모의 확대와 전문화를 기반으로 끊임없는 경쟁과 혁신을 요구하고 있으며, 기업은 지속 가능한 성과 창출과 경쟁우위 확보 를 위한 다양한 전략적 접근을 시도하고 있다. 과거 단순한 노동력으로 인식되던 인적자원은 현재 조직성과를 결정짓는 핵심 자본으로 자리 잡 았으며, 인재의 육성과 개발은 보조적 기능을 넘어 전략적 기능으로 확립 되었다. 정보통신기술의 발전은 서비스업 전반의 경쟁을 심화시키고 조직 운영 방식에 구조적 변화를 초래하고 있으며, 이에 따라 서비스 종사자의 태도, 정서적 역량, 문제해결 능력 등 복합적 자질이 경쟁력의 핵심으로 부상하고 있다. 동시에 현대사회는 물질적 가치보다 삶의 질과 정신적 만 족을 중시하는 방향으로 전환되고 있으며, 세대별 가치관의 변화는 조직 이 구성원의 자율성과 다양성을 포용하는 문화적 기반을 마련해야 함을 시사한다. 이러한 맥락에서 헤어샵 산업은 기술적 숙련도뿐 아니라 고객 과의 신뢰 구축, 관계 유지, 서비스 태도 등 복합적 역량이 요구되는 환 경이므로 단순한 인력 관리나 보상 체계만으로는 지속적인 성과를 확보 하기 어렵다. 따라서 종사자의 직무역량과 서비스 태도를 종합적으로 개 발하고 이를 뒷받침하는 건강한 조직문화를 구축하는 것은 장기적인 경 쟁력 확보를 위한 핵심 전략으로 작용할 것이다. 조직문화는 구성원이 공유하는 가치, 신념, 행동규범의 총체로 조직 내 부의 질서와 방향성을 결정짓는 핵심요인이다. 이는 단순한 규범적 구조 를 넘어 구성원의 메타인지 사고와 자기효능감을 촉진하는 심리적 환경요인으로 작동하여 직무만족과 성과를 연결하는 중재적·촉진적 역할을 이행할 수 있을 것이다. 따라서 본 연구에서는 헤어샵 종사자의 조직문화 가 메타인지, 자기효능감, 직무만족에 미치는 영향을 실증적으로 규명하 고자 다음과 같은 연구목적을 설정하였다. 첫째, 헤어샵 종사자의 조직문화, 메타인지, 자기효능감, 직무만족에 대 해 알아보고 각 요인이 조사 대상자의 일반적 특성에 따른 차이가 있는 지를 확인하고자 하였다. 둘째, 헤어샵 종사자의 조직문화가 메타인지 및 자기효능감에 미치는 영향을 알아보고 그에 따른 중요한 하위요인을 도 출하고자 하였다. 셋째, 헤어샵 종사자의 메타인지가 자기효능감에 미치 는 영향을 파악하고자 하였다. 넷째, 헤어샵 종사자의 메타인지가 직무만 족에 미치는 영향을 파악하고자 하였다. 다섯째, 헤어샵 종사자의 자기효 능감이 직무만족에 미치는 영향을 파악하고자 하였다. 이를 통해 조직문 화의 중요성을 입증하고, 긍정적인 헤어샵 조직문화의 조성과 인적자원의 장기적 유지를 위한 실무적 기초자료 및 정보를 제공하고자 하였다. 본 연구는 목적을 성공적으로 수행하기 위해 국내·외 문헌조사와 실증 조사를 병행하였으며, 문헌 연구를 통해 조직문화, 메타인지, 자기효능감, 직무만족에 대해 고찰하고 각 요인의 이론적 근거를 제시하였다. 또한, 문헌 연구결과를 토대로 연구모형을 설정하고 실증분석을 위한 가설을 설정하였다. 연구의 조사 대상은 서울·경기, 부산·경남, 전북 지역에 위치 한 헤어샵 종사자를 대상으로 총 500부의 설문조사를 실시하였으며, 이중 불성실하거나 지시를 제대로 이행하지 않은 설문지를 제외한 419부를 최 종 분석에 활용하였다. 조사 기간은 2025년 4월 25일부터 7월 31일까지 약 세 달간 실시하였으며, 연구자가 설계한 연구모형과 가설의 검증을 위 해 SPSS 25.0과 AMOS 25.0을 사용하였다. 조사 대상자의 일반적 특성 을 알아보기 위해 빈도분석(Frequency Analysis)을 실시하였고, 측정 도 구의 타당성을 검증하기 위해 탐색적 요인분석(Exploratory Factor Analysis), 신뢰도를 검증하기 위하여 Cronbach's α 계수를 산출하였다. 또한, 측정 모형의 적합도를 검증하기 위해 확인적 요인분석(Confirmatory Factor Analysis)을 실시하였고, 변인 간의 판별 타당성을 분석하기 위하여 Pearson의 상관관계분석(Correlation Analysis)을 실시하였다. 그리고 헤어샵 종사자의 조직문화와 메타인지, 자기효능감, 직무만족에 대해 알아보고, 일반 적 특성에 따른 차이가 있는지를 살펴보기 위해 독립표본 t-검정과 일원분산분석(One-way ANOVA)을 실시하였으며, 사후검정 방법으로는 Duncan test를 실시하였다. 마지막으로 헤어샵 종사자의 조직문화가 메타인지, 자 기효능감, 직무만족에 미치는 영향을 알아보기 위하여 구조방정식 모형 (SEM) 분석을 통해 구조모형의 적합도 및 가설을 검정하였다. 본 연구의 주요 결과를 요약하면 다음과 같다. 첫째, 일반적 특성에 따른 헤어샵 종사자의 조직문화, 메타인지, 자기효 능감, 직무만족 수준을 분석한 결과, 성별, 결혼여부, 연령, 학력, 월 평균 소득, 직급, 근무연수, 헤어샵 유형, 종업원 수에서 유의미한 차이를 보였 다. 구체적으로 남성, 기혼, 고연령층, 고소득층, 직급이 높은 종사자, 근 속연수가 긴 종사자, 프랜차이즈 헤어샵, 대형 헤어샵 근무자의 조직문화, 메타인지, 자기효능감, 직무만족 인식 수준이 전반적으로 높은 것으로 나 타났다. 둘째, 헤어샵 종사자의 조직문화가 메타인지 및 자기효능감에 미치는 영향과 중요한 하위요인을 도출한 결과, 조직문화의 하위요인 중 참여적 문화와 적응적 문화가 메타인지와 자기효능감 모두에 영향을 미치는 요 인으로 나타났다. 특히 적응적 문화는 메타인지에, 참여적 문화는 자기효 능감에 가장 큰 영향을 미쳤는데, 이는 유연하고 참여적인 조직 환경이 종사자의 인지적 조절 능력과 직무신념을 강화함을 나타낸다. 반면, 사명 적 문화와 일관적 문화는 메타인지에는 영향을 미쳤으나 자기효능감에는 유의한 영향을 미치지 못하였는데, 이는 사명적 문화와 일관적 문화가 목 표지향적이고 규범 중심적인 문화이므로 자기효능감 향상에 상대적으로 제한적인 영향을 미친 것으로 해석된다. 셋째, 헤어샵 종사자의 메타인지가 자기효능감에 미치는 영향을 검증한 결과 통계적으로 유의미한 영향을 미치는 것으로 나타났다. 이는 종사자 가 업무수행 과정에서 자기점검과 전략적 사고를 활용할수록 직무수행에 대한 자신감과 신념이 강화되어 자기효능감이 강화됨을 의미한다. 넷째, 헤어샵 종사자의 메타인지가 직무만족에 미치는 영향을 검증한 결과 통계적으로 유의미한 영향을 미치는 것으로 나타났다. 이는 종사자 의 인지적 통제와 조절 능력이 높을수록 업무수행 과정에서 문제해결과 의사결정이 원활하게 이루어지며, 그 결과 직무만족으로 이어짐을 의미한다. 다섯째, 헤어샵 종사자의 자기효능감이 직무만족에 미치는 영향을 검증 한 결과 통계적으로 유의미한 영향을 미치는 것으로 나타났다. 이는 종사자가 자신의 업무수행 능력에 대한 확신을 가질수록 직무몰입과 긍정적 정서가 강화되어 직무만족이 높아짐을 의미하며, 궁극적으로 서비스 품질 향상과 직무만족으로 이어짐을 의미한다. 결론적으로 헤어샵 종사자의 조직문화가 메타인지, 자기효능감, 직무만 족에 미치는 영향 관계에서 조직문화는 메타인지와 자기효능감에 유의한 영향을 미치며, 메타인지는 자기효능감에 영향을 미쳤고, 메타인지와 자기 효능감은 각각 직무만족을 향상하는 요인임을 확인하였다. 특히, 조직문화 의 하위요인 중 참여적 문화와 적응적 문화가 메타인지와 자기효능감 모 두에 통계적으로 유의한 영향을 미치는 중요 요인으로 나타난 결과는, 두 문화유형이 종사자의 심리적·인지적 역량 강화를 견인하는 핵심요인임을 나타내고 있다. 따라서 경영자는 조직의 참여 수준과 변화대응 역량을 강 화할 수 있는 참여적 문화 및 적응적 문화 중심의 조직문화 진단과 개선, 관련 교육 프로그램 설계에 집중할 필요가 있다. 이러한 전략은 종사자의 직무만족과 서비스 품질 향상을 촉진하고, 궁극적으로 장기적 조직성과 제 고로 이어질 것이다.

다국어 초록 (Multilingual Abstract)

The modern industrial market demands continuous competition and innovation based on expansion and specialization, and companies are pursuing various strategic approaches to generate sustainable outcomes and secure competitive advantages. Human resources, once regarded merely as labor, have now become essential capital that determines organizational performance. The cultivation and development of talent have evolved beyond supportive functions and are now established as core strategic functions. The advancement of information and communication technology has intensified competition across the service industry and brought structural changes to organizational operations. As a result, service workers’ attitudes, emotional competence, and problem-solving abilities have emerged as key components of competitiveness. At the same time, contemporary society is shifting toward valuing quality of life and psychological well-being over material benefits, and generational differences in value systems suggest that organizations must create a cultural foundation that accommodates autonomy and diversity among members. Within this context, the hair salon industry requires not only technical proficiency but also a combination of competencies such as building trust with clients, maintaining relationships, and demonstrating service-oriented attitudes. Therefore, relying solely on basic personnel management or compensation systems is insufficient for ensuring sustained performance. Developing employees’ job competencies and attitudes comprehensively and establishing a healthy organizational culture to support these capabilities are crucial strategies for securing long-term competitiveness. Organizational culture is the collective set of values, beliefs, and behavioral norms shared among members, serving as a core factor that determines internal order and organizational direction. Beyond a normative structure, it functions as a psychological environment that promotes members’ metacognitive thinking and self-efficacy, thereby acting as an intermediary and facilitative factor that can enhance job satisfaction and performance. Therefore, this study aims to empirically investigate the influence of organizational culture on metacognition, self-efficacy, and job satisfaction among hair salon employees and accordingly establishes the following research objectives. First, the study aimed to examine organizational culture, metacognition, self-efficacy, and job satisfaction among hair salon employees and to identify whether these factors differ according to the general characteristics of the respondents. Second, the study sought to determine the influence of organizational culture on metacognition and self-efficacy among hair salon employees and to identify key subfactors. Third, the study aimed to analyze the effect of hair salon employees’ metacognition on self-efficacy. Fourth, the study aimed to examine the effect of metacognition on job satisfaction. Fifth, the study sought to identify the influence of self-efficacy on job satisfaction. Through these objectives, the study intended to demonstrate the importance of organizational culture and to provide practical foundational data and information for fostering a positive organizational culture in hair salons and ensuring the long-term retention of human resources. To successfully achieve the research objectives, this study employed both domestic and international literature reviews and empirical investigations. The literature review examined organizational culture, metacognition, self-efficacy, and job satisfaction, providing theoretical grounds for each factor. Based on the findings of the literature review, a research model was established and hypotheses for empirical analysis were developed. The survey participants consisted of hair salon employees located in the Seoul and Gyeonggi regions, the Busan and Gyeongnam areas, and the Jeonbuk region. A total of 500 questionnaires were distributed, and 419 valid responses were used for the final analysis after excluding unfaithful or improperly completed questionnaires. The survey was conducted over approximately three months, from April 25 to July 31, 2025. SPSS 25.0 and AMOS 25.0 were used to test the research model and hypotheses designed by the researcher. Frequency analysis was performed to identify the general characteristics of the respondents. To verify the validity of the measurement tools, exploratory factor analysis was conducted, and Cronbach’s α coefficients were calculated to examine reliability. Confirmatory factor analysis was conducted to evaluate the model fit of the measurement model, and Pearson correlation analysis was performed to test discriminant validity among variables. Independent samples t-tests and one-way ANOVA were conducted to examine organizational culture, metacognition, self-efficacy, and job satisfaction among hair salon employees and to determine differences according to general characteristics. Duncan tests were performed as post hoc analyses. Finally, structural equation modeling (SEM) was used to examine the effects of organizational culture on metacognition, self-efficacy, and job satisfaction and to verify the model fit and hypotheses. The main results of this study can be summarized as follows. First, an analysis of the levels of organizational culture, metacognition, self-efficacy, and job satisfaction among hair salon employees revealed significant differences according to gender, marital status, age, educational background, average monthly income, job position, years of service, type of hair salon, and number of employees. Specifically, male employees, married employees, older employees, higher-income employees, employees in higher positions, employees with longer tenure, those working in franchise hair salons, and those working in large-scale salons were found to perceive higher levels of organizational culture, metacognition, self-efficacy, and job satisfaction. Second, the results of examining the influence of organizational culture on metacognition and self-efficacy showed that participatory culture and adaptive culture were important subfactors that affected both metacognition and self-efficacy. In particular, adaptive culture had the greatest effect on metacognition, while participatory culture had the greatest effect on self-efficacy. This indicates that flexible and participatory organizational environments enhance employees’ cognitive regulation abilities and job-related beliefs. In contrast, mission-oriented culture and consistent culture influenced metacognition but did not have a significant effect on self-efficacy. This suggests that mission-oriented and consistency-based cultures, which are goal-driven or norm-centered, have relatively limited influence on strengthening self-efficacy. Third, the results of testing the effect of metacognition on self-efficacy among hair salon employees showed a statistically significant relationship. This implies that the more employees utilize self-monitoring and strategic thinking in their work processes, the more their confidence and beliefs regarding job performance increase, thereby enabling efficient and proactive job execution. Fourth, the results of examining the effect of metacognition on job satisfaction among hair salon employees showed a statistically significant impact. This indicates that employees with stronger cognitive control and regulation abilities experience smoother problem solving and decision making in their work processes, which in turn leads to greater achievement and higher job satisfaction. Fifth, the results of testing the effect of self-efficacy on job satisfaction revealed a statistically significant relationship. This suggests that the more confident employees are in their ability to perform their duties, the more their job engagement and positive emotions increase, ultimately enhancing their job satisfaction. This also implies that higher self-efficacy contributes to improved service quality and better organizational outcomes. In conclusion, within the relationships among organizational culture, metacognition, self-efficacy, and job satisfaction among hair salon employees, organizational culture was found to have a significant influence on metacognition and self-efficacy. Metacognition influenced self-efficacy, and both metacognition and self-efficacy were confirmed as factors that enhance job satisfaction. Notably, among the subfactors of organizational culture, participatory culture and adaptive culture were identified as significant predictors affecting both metacognition and self-efficacy. This finding indicates that these two cultural types function as key drivers of employees’ psychological and cognitive competency development. Therefore, managers should prioritize diagnosing and improving organizational culture with a focus on participatory and adaptive cultural elements, as well as designing related educational programs that strengthen organizational participation and responsiveness to change. Such strategies will promote employees’ job satisfaction and service quality and ultimately contribute to long-term organizational performance enhancement.

목차 (Table of Contents)

• Ⅰ. 서 론 ···············································································································1
• 1. 연구의 필요성 및 목적 ···············································································1
• 2. 연구방법 및 논문의 구성 ···········································································6
• Ⅱ. 이론적 배경 ··································································································8
• 1. 조직문화 ·········································································································8
• 가. 조직문화의 개념 및 정의 ···································································8
• 나. 조직문화의 유형 ···················································································15
• 1) 사명적 문화 ························································································22
• 2) 일관적 문화 ························································································25
• 3) 참여적 문화 ························································································27
• 4) 적응적 문화 ························································································29
• 다. 조직문화의 선행연구 ···········································································31
• 2. 메타인지 ·······································································································36
• 가. 메타인지의 개념 및 정의 ···································································36
• 나. 메타인지의 선행연구 ···········································································42
• 3. 자기효능감 ···································································································45
• 가. 자기효능감의 개념 및 정의 ·······························································45
• 나. 자기효능감의 선행연구 ·······································································50
• 4. 직무만족 ·······································································································54
• 가. 직무만족의 개념 및 정의 ···································································54
• 나. 직무만족의 선행연구 ···········································································60
• Ⅲ. 연구의 설계 ································································································63
• 1. 연구모형의 설정 ·························································································63
• 2. 연구가설의 설정 ·························································································64
• 가. 조직문화와 메타인지에 관한 가설설정 ···········································64
• 나. 조직문화와 자기효능감에 관한 가설설정 ········································67
• 다. 메타인지와 자기효능감에 관한 가설설정 ········································70
• 라. 메타인지와 직무만족에 관한 가설설정 ···········································72
• 마. 자기효능감과 직무만족에 관한 가설설정 ·······································75
• 3. 측정 도구 ·····································································································77
• 가. 조직문화에 관한 측정도구 ·································································77
• 나. 메타인지에 관한 측정도구 ·································································78
• 다. 자기효능감에 관한 측정도구 ·····························································79
• 라. 직무만족에 관한 측정도구 ·································································79
• 4. 연구의 대상 및 분석 방법 ·······································································80
• 가. 조사 대상자의 선정 및 기간 ·····························································80
• 나. 설문지의 구성 ·······················································································80
• 다. 분석 방법 ·······························································································83
• Ⅳ. 연구결과 ······································································································84
• 1. 조사 대상자의 일반적 특성 ·····································································84
• 2. 측정 도구의 타당성 및 신뢰도 검증 ·····················································86
• 가. 신뢰도 검증 ···························································································86
• 나. 탐색적 요인분석 ···················································································87
• 1) 조직문화에 관한 탐색적 요인분석 결과 ······································87
• 2) 메타인지에 관한 탐색적 요인분석 결과 ······································89
• 3) 자기효능감에 관한 탐색적 요인분석 결과 ··································90
• 4) 직무만족에 관한 탐색적 요인분석 결과 ······································91
• 다. 확인적 요인분석 ···················································································92
• 라. 상관관계 및 판별 타당성 검증 ·························································97
• 3. 기술통계적 분석 ·························································································98
• 가. 조직문화 ·································································································98
• 1) 전반적인 조직문화 ············································································98
• 2) 일반적 특성에 따른 조직문화 차이 ··············································98
• 나. 메타인지 ·······························································································102
• 1) 전반적인 메타인지 ··········································································102
• 2) 일반적 특성에 따른 메타인지 차이 ············································102
• 다. 자기효능감 ···························································································104
• 1) 전반적인 자기효능감 ······································································104
• 2) 일반적 특성에 따른 자기효능감 차이 ········································105
• 라. 직무만족 ·······························································································107
• 1) 전반적인 직무만족 ··········································································107
• 2) 일반적 특성에 따른 직무만족 차이 ············································107
• 4. 구조모형 및 가설검증 ·············································································109
• 가. 구조모형의 적합도 검증 ···································································109
• 나. 가설의 검증 ·························································································110
• 1) 가설 1의 검증 ··················································································110
• 2) 가설 2의 검증 ··················································································112
• 3) 가설 3의 검증 ··················································································115
• 4) 가설 4의 검증 ··················································································116
• 5) 가설 5의 검증 ··················································································118
• 6) 구조모형의 경로 계수치 ································································120
• 다. 가설검증 결과요약 ·············································································120
• Ⅴ. 결 론 ···········································································································121
• 1. 연구결과의 요약 및 시사점 ···································································121
• 2. 연구의 한계 및 향후 연구방향 ·····························································129
• 참고문헌 ·········································································································131
• 부록 ·················································································································148
• Abstract ··········································································································152