집단 다양성과 사회적 응집성의 관계: 비선형관계의 탐색

성지영 ( Jee Young Seong ) 아시아.유럽미래학회 2016 유라시아연구 Vol.13 No.4

본 연구는 집단 다양성 중 인구통계적 다양성의 대표적인 세 가지 차원, 즉 연령, 성별, 직급 다양성이 집단의 사회적 응집성에 미치는 영향을 살펴본 것이다. 다양성은 집단 내의 구성원들 간에 존재하는 객관적 또는 주관적 차이의 정도를 반영하는 사회적 범주화의 특징이라 할 수 있다(van Knippenberg & Schippers, 2007). 사회적 응집성은 팀 구성원들이 정서적으로 서로 밀착되고 집단에 몰입하는 정도를 말하며(Carless & De Paola, 2000), 일반적으로 집단 응집성과 상호 교환적으로 사용된다. 이에 본 연구는 집단의 인구통계학적 다양성이 날로 증가하고 있는 기업의 경영 환경 속에서 이러한 다양성이 집단의 응집성, 보다 구체적으로 사회적인 측면의 응집성에 미치는 영향에 초점을 맞추었다. 실증연구를 위해 어느 한 선박제조 회사를 대상으로 설문조사를 실시하였다. 설문에 응답한 대상자는 27개 팀에 속한 187명의 종업원과 그 팀장들이었다. 지금까지 집단 다양성이 집단의 성과 등 결과변수에 미치는 영향에 관한 연구는 일관되지 않은 결과를 보여왔다. 즉 집단 다양성과 집단의 성과나 유효성 등 결과변수간의 관계를 토의한 선행연구들은 부정적 효과와 함께 긍정적 효과를 제시하는 등 연구결과가 일관되지 않았다. 따라서 본 연구에서는 Van Knippenberg와 그의 동료들(2004)이 제시한 `범주-정교화 모형(categorization-elaboration model: CEM)`을 기초로 하여 연령, 성별, 그리고 직급의 다양성과 팀 구성원들의 사회적 응집성이 선형관계가 아닌 비선형관계를 보일 것이라는 연구모형을 설정하였다. 기존의 연구에 따르면 다양성은 성과에 긍정적 효과뿐만 아니라 부정적 효과도 줄 수 있다. 이 과정에서 집단 다양성과 팀 응집성과의 관계를 선형관계가 아닌 비선형관계(이 분석에서는 역U자 모형)로 설정하여 분석하고자 하였다. 즉 적정 수준의 집단 다양성이 집단의 사회적 응집성을 높일 수 있다는 논리를 전개하였다. 또한 이 과정에서 집단 다양성의 각차원인 연령 다양성, 성별 다양성, 직급 다양성들 간에도 상호작용이 존재함을 추가 가설로 설정하였다. 분석결과, 집단 다양성(직급 다양성)과 집단의 사회적 응집성은 역 U자형인 비선형관계를 보였다. 이 과정에서 연령 다양성과 성별 다양성은 상호작용하는 것으로 나타났다. 이 연구가 갖는 중요한 의의를 다음과 같이 요약할 수 있다. 팀의 인구통계학적 측면에서 적정 수준의 다양성이 존재할 때 사회적 응집성을 증진시킬 수 있음을 밝혔다는 점이다. 물론 적정 수준의 다양성은 각 기업의 현실에 따라 다르고 매우 다양한 양상으로 나타날 수 있다. 그러나 한 팀에서 다양성이 지나치게 높거나 지나치게 낮으면 오히려 팀의 성과에는 부정적인 영향을 주기 때문에 팀의 규모나 실정에 맞게 인구통계학적 측면에서 다양한 구성요소를 찾아 팀 구성원을 선발하거나 배치하는 것이 좋을 것이다. 본 연구에서 제시한 대로 인구통계학적 다양성과 집단 내에서 사회적 응집성 간에 역 U자형 관계가 존재한다면 관리자는 집단 내 인구통계학적 특성에서 적정 수준의 다양성이 존재하도록 집단을 설계해야 할 것이다. 예를 들어, 적정 수준의 직급 다양성이 집단의 사회적 응집성을 향상시키는 데에 최대의 효과를 줄 수 있다면 팀을 설계할 때에도 이 점을 감안하여 사원에서부터 대리, 과장, 부장 등 여러 직급의 팀 구성원들이 함께 일할 수 있도록 팀을 구성하는 것이 보다 효과적으로 팀을 운영하는 방법일 것이다. 특히 팀의 규모가 소규모가 아닌 경우는 여러 직급의 팀 구성원들이 함께 일할 수 있는 팀으로 배치한다면 팀의 사회적 응집성을 더욱 향상시킬 수 있을 것이다. 둘째, 다양성은 서로 다른 다양성 차원(예, 연령 다양성, 성별 다양성)들 간에도 상호작용하기 때문에 각 차원을 잘 관리하면 긍정적 방향으로 상승 작용하여 팀이 좋은 결과를 얻어낼 수 있을 것이라는 점을 시사하고 있다. 긍정적 상승 작용과 더불어, 다양성의 각 차원들끼리 부정적 방향으로 상승 작용할 수 있기 때문에 이러한 점을 고려하여 관리자들은 팀의 구성 및 배치를 고려하여야 할 것이다. 향후 연구에서는 팀의 사회적 응집성뿐만 아니라 팀 효능감(team efficacy), 팀의 유효성, 그리고 팀의 성과까지 함께 고려하여 집단 다양성의 비선형효과를 연구할 필요가 있다. 끝으로 본 연구의 한계와 향후 연구를 위한 시사점도 함께 기술하였다. This study extends and enhances explanations of how work group diversity is associated with social cohesion in teams. This study developed a framework to predict social cohesion as viewed from social categorization and information-decision making perspectives, and proposes that work group diversity influences important team outcomes. The study examined the effect of three dimensions of diversity― age, gender and rank (hierarchical status)―on social cohesion in 27 teams of a marine transport company in South Korea. Previous research on the relationship between work group diversity and group outcomes has produced inconsistent results. This study addresses this issue by examining the relationship between work group diversity and social cohesion that is particularly relevant when considering group composition. It examined the possibility that the relationship between work group diversity and social cohesion is curvilinear in nature. The results showed that there exists an inverted U-shaped curvilinear relationship between rank diversity and group social cohesion. As rank diversity increases, the intensity of social cohesion at the group level is raised, but only up to a certain point and beyond that, social cohesion is expected to reduce. This result implies that a high level of rank diversity does not necessarily guarantee a high level of group social cohesion. As to the effect of age diversity and gender diversity on group social cohesion, no significant curvilinear relationship was found between both age and gender diversity and social cohesion. The interaction effect of age diversity and gender diversity on group social cohesion was found significant. Age diversity and gender diversity interacted to affect group social cohesion in such a way that the effect of age diversity on group social cohesion was stronger when gender diversity is low than when gender diversity is high. However, the interaction effect of gender diversity and rank diversity on group social cohesion was only marginally significant, and the interaction effect of age diversity and rank diversity was statistically insignificant. The effect of gender diversity on group social cohesion is much greater when age diversity is high than when age diversity is low. In other words, when gender diversity is low, groups with higher age diversity show much lower level of group social cohesion than the groups with lower age diversity. But when gender diversity is high, little difference was found between low and high age diversity groups in their social cohesion. In sum, this study reported an inverted U-shaped relationship between work group diversity and social cohesion. After passing that peak of rank diversity, higher rank diversity does not enhance, but hampers, the degree of group social cohesion. This study also attempted to examine whether sub-dimensions of socio-demographic diversity interactively affect group outcomes. The results indicated that age diversity and gender diversity interact to affect group social cohesion. The interaction effect of age diversity and gender diversity on group social cohesion needs more explanation. The results of this study rendered interesting implications for future research into the effects of demographic diversity on group outcomes. It provided an alternative way of explaining the effect of diversity in work teams on group social cohesion. In the context of work group diversity, this study focused on the interaction of different dimensions of diversity. It contributes to the literature on both diversity and group cohesion. Theoretically, this study combined the information/decision-making and social categorization perspectives into the categorization-elaboration model (CEM). With respect to diversity, demographic diversity constitutes a valuable source of variability. The synergistic effect of sub-dimensions of demographic diversity catalyzes group social cohesion. To extend these results further, it would be of great interest to examine the impact of these factors on the relationship between diversity and group social cohesion more systematically. Further research is needed to provide insights into the outcomes of demographic diversity. The benefits of team diversity may be enhanced by encouraging enlarged pools of ideas and competing perspectives in teams. The implications of these results for future research and practice are discussed.

Group-level Diversity and Performance: An Exploration of Mediators

성지영 아시아.유럽미래학회 2018 유라시아연구 Vol.15 No.1

This study examines the inter-relationship between diversity (demographic and information), cohesion (social and task) and performance at the group level. Data were collected from 99 work teams in an electronic equipment manufacturing firm in Korea. Based on social categorization and information/decision-making perspectives, this study proposes that group cohesion mediates the relationship between work group diversity and group performance. Given various dimensions of diversity, this paper focuses on age composition for demographic diversity and organizational tenure as a criterion for information diversity. It is hypothesized that social (interpersonal) cohesion mediates the relationship between demographic (i.e., age) diversity and group performance, and that task cohesion functions as a mediator between information (i.e., organizational tenure) diversity and group performance. In the first stage of analysis of the relationship between group diversity and cohesion, it was found that age diversity is negatively associated with social cohesion, but organizational tenure diversity is positively related to task cohesion. Diverse age composition in the workgroup weakens social cohesion. On the other hand, organizational tenure diversity enhances task-related group cohesion. Greater information diversity with respect to diverse organizational tenure produces more elaboration and expansion of task-relevant information because members are more likely to possess multiple concerns and agendas and to hold more comprehensive knowledge that will enable them to locate the best solutions for the team task. This result has interesting implications for research into the effects of demographic and information diversity on performance at the group level. In the second stage relating to mediation, the results show that task cohesion positively transmits the effect of information diversity to group performance. However, social cohesion no longer functions as a mediator between demographic diversity and group performance. The present study contributes to the literature on both diversity and group cohesion. On the issue of diversity, both demographic and information diversity constitute a valuable source of variability in organizations. Social and task group cohesion increase the benefits of team diversity by fostering enlarged pools of ideas and perspectives. Task group cohesion also ensures that information disparities among team members do not to lead to harmful effects of diversity as long as optimal team composition is properly managed. This study extends and enhances explanations of how diversity and group cohesion matter in teams. Social and task group cohesion are necessary components of a more complete picture of how diversity influences group performance. The results reflect the fact that the substantive effect of diversity is transmitted through group cohesion. Based on the findings and discussion presented in the present study, practical implications are provided to the organizations seeking to cope with an increasingly diverse workforce at the same time attaining high performance. In this study, an integrative model is tested incorporating the influences of work team diversity and cohesion to reveal and examine inconsistencies found in the extant literature on diversity. Hopefully, the results of this study may constitute the basis for expanding the body of knowledge concerning multifaceted relationships between diversity, cohesion and performance.

A Study of Urban Form for Enhancing Social Sustainability

Min, Bo-Gyeong(민보경) 한국도시행정학회 2017 도시 행정 학보 Vol.30 No.1

이 연구는 근린단위에서 밀도와 사회적 다양성과의 상관성에 대하여 검토하고자 한다. 밀도와 사회적 다양성과의 관계는 어떠한가? 도시밀도가 사회적 다양성에 어떤 방식으로, 어느 정도 영향을 미치는가? 등의 질문에 답하기 위하여 이 연구는 미국 워싱턴 주의 킹 카운티의 자료를 바탕으로 GIS 분석과 통계분석을 실시하였다. 분석 결과, 근린(neighborhood) 단위에서 도시밀도와 사회적 다양성을 이해할 수 있는 다차원적인 지표들의 관계들을 제시하였다. 예를 들면, 주거밀도는 소득다양성과 양의(positive) 상관관관계를 나타낸 반면, 연령다양성과는 음의(negative) 상관성을 보였다. 다가구 주택은 소득다양성, 연령다양성과 음의 상관관계에 있었다. 또한 상업 시설의 층수와 단위면적은 소득다양성과 양의 상관성을 보였다. 근린단위에서의 다차원적인 도시밀도와 사회적 다양성과의 관계에 대한 실증적인 분석결과는 도시계획가가 효과적이고 바람직한 지역사회 형태를 고안하는 데 시사점을 제공할 것으로 기대된다. 또한 밀도가 사회적 다양성과 연결되는 매카니즘은 국가와 도시적 맥락에 따라 다를 수 있음을 이해하는 것이 필요하다. This study examines whether density is correlated with social diversity in neighborhoods. The following questions are asked: What is the relationship between density and social diversity? In what way and to what extent is social diversity influenced by density? To answer the questions, this study employs a GIS-based approach and a statistical analysis using empirical data from King County, Washington, USA. As the result, this study proposes multi-dimensional indicators to understand urban density and social diversity at the neighborhood level. For example, the findings show that residential density is positively associated with income diversity, while it is negatively associated with age diversity. Multi-family homes are negatively associated with income and age diversity. The result also shows that numbers of stories in commercial building and commercial building square feet are positively associated with income diversity. The investigation of the empirical association between urban density and social diversity at the neighborhood level could help urban planners practically develop effective and desirable community forms. This study also need to understand there are different mechanisms which link density with social diversity between different national and urban contexts.

The impact of team diversity on team outcomes in a Korean context: a case of a public enterprise

( Sanghyeon Sung ),( Jaewon Lee ),( Wonyou Tae ) 한국생산성학회 2017 生産性論集 Vol.31 No.2

This study examined the effect of diversity on team performance in a Korean organization where differences among people are likely to be comparatively less accepted. More specifically, this study examined the impact of gender diversity, social equality selection diversity, and age diversity on commitment to the team, intention to remain in the team, and creative behavior. The results show that gender diversity was negatively related to commitment to the team and intention to remain in the team. On the other hand, none of three diversities was related to creative behavior. These results have several implications. Firstly, team diversity does not contribute to team performance in the Korean context. Instead, it appears that team diversity can have a negative impact on team performance, as shown in the impact of gender diversity on commitment to the team and intention to remain with the team. Even though the organization answering the questionnaire is a diversity-pursuing organization, the fact that managing diversity does not contribute to performance means that diversity management in a business case for equality does not work out in the Korean context. Thus, in order for the Korean government to promote equality, it would be a better strategy to pursue compliance with equal employment opportunity legislation, rather than focusing business case for equality. Secondly, social equality selection does not appear to have a negative effect on team performance. Korean organizations have been reluctant to hire employees from socially disadvantaged groups. However, the results showed that social equality selection is not significantly related to team performance. When employees` tasks are monotonous and repetitive, overqualified persons are not necessary, but optimally qualified individuals (such as those from socially disadvantaged groups) may contribute to performance as much as ordinary employees. Or, the organization`s careful pursuit of managing diversity in terms of socially disadvantaged groups may bring about these results. If so, if the organization pursues gender diversity in a careful and thoughtful manner, gender diversity may not produce negative team performance. In sum, if organizations provide careful diversity management considering the characteristics of jobs, diversity is not likely to produce negative performance but can produce positive results. The third implication is that diversity is not necessarily related to negative performance in the Korean context, as in the case of social equality selection diversity. Thus, the main direction for the pursuit of equality from the Korean government should be to reinforce regulations for hiring people from disadvantaged groups. For example, the Korean government can raise fines on a broad scale when organizations do not hire disabled people. Likewise, the Government can educate practitioners that diversity does not necessarily produce a negative performance. This will contribute to an achievement of equal employment opportunity in Korean society.

사회복지 종사자들의 조직 다양성 인식과 경험은 어떠한가? : 포용과 배제의 경험을 중심으로

조상미,조정화,안소영,간기현,조연지 이화여자대학교 사회복지연구소 2022 사회복지 실천과 연구 Vol.19 No.2

본 연구는 지역사회복지관의 사회복지 종사자가 인식하는 독특한 다양성 요인과 포용과 배제의 경험을 심층적으로 이해하는 것을 목적으로 한다. 이를 위해 전국의 지역사회복지관 종사자 20인을 대상으로 심층 인터뷰를 실시한 후, 주제별 분석법(Thematic analysis)을 활용하여 분석하였다. 연구 결과, 사회복지 종사자의 다양성 요인은 성별, 세대, 전공, 사회복지사 자격증, 출신지역, 출신학교 등 총 18가지 범주로 도출되었다. 다양성 요인에 근거한 포용과 배제 경험은 총 13가지 범주로 도출되었으며, 조직구성원의 다양성 특성에 따라 포용과 배제의 경험이 달리 나타났다. 특히, 남성 또는 지역민에 속할 경우, 고등교육을 받은 사람, 장기근속자, 사회복지학 전공자, 1급 자격증 소지자 등이 복지관의 주류로 인정받아 조직에 대한 소속감이 높은 것으로 나타났으며, 이들은 복지관의 조직문화에 대해서 긍정적으로 언급하였다. 이와 달리 외집단에 속하는 여성 혹은 지역 외부인, 임산부, 타학문 전공자, 2급 자격증 소지자 및 계약직 종사자는 복지관 내에서 소외감을 느끼거나, 차별과 배제를 경험하는 것으로 나타났다. 이는 조직 내에서 사회범주(인구 통계학적 특징), 정보 범주, 가치가 유사한 사람을 내집단으로, 상이한 사람을 외집단으로 범주화하려는 경향이 있고, 이러한 경향이 조직구성원들의 포용과 배제 인식에 영향을 미침을 보여주는 결과이다. 본 연구의 결과를 바탕으로 지역사회복지관 내 다양성 관리의 중요성, 포용적 조직문화 조성, 인적자원관리 측면에서 다양성 인식 시스템 확립 및 교육 확대, 다양성 특성으로 인한 차별 방지와 공정성 확보를 위한 노력, 다양한 조직 구성원들에게 맞춤형 수퍼비전 제공, 임파워먼트를 통한 조직개발 및 발전, 사회복지조직의 특수성에 근거한 인권 차원에서 의 다양성 존중 조직풍토 조성 등을 제언하였다. The purpose of this study was to identify unique diversity factors in community welfare centers, and to understand inclusion-exclusion perceptions and experiences. For this purpose, in-depth interviews were conducted with 20 social welfare center workers nationwide. These data were analyzed using thematic analysis. As a result of the study, the diversity factors of social welfare workers derived into 18 categories total including gender, generation, and social worker qualification. Diversity experiences were derived into 13 categories total, and the experiences of inclusion and exclusion differed according to the diversity characteristics of organizational members. In particular, in the case of males or local residents, those with higher education, majors in social welfare, and those with first-class qualification were identified as being in the mainstream of the community welfare center, indicating a high sense of belonging to the organization. On the other hand, in the case of majoring in other fields, females, holders of second-class qualification and contract workers felt alienated or experienced discrimination, unfairness, and exclusion within the community welfare center. This shows the tendency to classify similar people as in-groups and different people as out-groups in terms of three types of work group diversity, social category diversity, informational diversity and value diversity. Also, it was found that this tendency influences the perception of inclusion and exclusion of the organizational members. Based on the results of this study, it is suggested the importance of managing diversity in community welfare welfare center be stressed, to create an inclusive organizational culture, to prevent discrimination and exclusion, to secure fairness in the organization, to provide personalized supervision to employees, and to promote organizational development by empowerment.

다양성이 팀 프로세스 활성화와 효과성에 미치는 영향

권석균(Seog-Kyeun Kwun),최보인(Boin Choi) 한국인사조직학회 2012 인사조직연구 Vol.20 No.2

본고에서는 두 개의 연속 연구를 통해 팀 내 사회적 범주 다양성(social category diversity)과 과업관련 다양성(task-oriented diversity)이 팀 프로세스 활성화 및 효과성 정도에 미치는 영향에 대하여 알아보았다. 사회적 범주 다양성으로 성별, 연령 다양성과 과업관련 다양성으로 전공, 근속 다양성 등의 네 가지 다양성 변수를 채택하였다. 다양성의 영향을 살펴보기 위하여 Study 1에서는 팀 프로세스 활성화 변수로 협동, 팀 효과성 변수로는 팀 만족, 학습·성장, 팀 성과 등을 채택하였다. 그리고 Study 2에서는 팀 프로세스 활성화 변수로 협동, 의사소통, 갈등, 신뢰 등을 채택하였고 팀 효과성 변수는 동일하게 팀 만족, 학습·성장, 팀 성과 등을 채택하였다. 우선 Study 1은 생활제품리스업, 출판업, 그리고 두 개의 건설업 등 4개 기업의 협조를 얻어 41개 팀의 320명으로부터 자료를 수집하였다. 분석 결과 사회적 범주 다양성 중에서 성별 다양성은 가설과 같이 협동, 학습·성장 등에 부정적 영향을 미치고 있으나, 연령 다양성은 가설과는 반대로 학습·성장에 긍정적 영향을 미치는 것으로 나타났다. 한편 과업관련 다양성으로서 전공 다양성은 팀 만족에 긍정적 영향을 미치는 것으로 나타났으나, 근속 다양성은 모든 팀 프로세스 및 효과성 변수에 유의한 영향을 보여주지 못하였다. 다음으로 Study 2는 IT벤처기업의 전수조사를 통해 37개 팀의 417명으로부터 자료를 수집하였다. 다양성 변수는 100% 객관성을 확보할 수 있는 내부 인사자료를 이용하여 산정하였다. 분석 결과 성별 다양성이 모든 팀 프로세스 및 효과성 변수에 부정적 영향을 미치는 것으로 나타났다. 그 밖에 근속 다양성이 협동, 정서신뢰, 팀 성과 등에 긍정적 영향을 미치고 있었고 전공 다양성은 학습·성장에 부의 영향을 미치고 있었으며 연령 다양성은 유의한 영향이 없었다. Study 1과 2의 실증분석 결과에는 다소 차이가 있었으나, 성별 다양성의 부정적인 영향은 일관되게 나타나고 있었다. 성별은 사회적 범주 중 가장 현저성(salience)이 높게 고려될 수 있는 변수이므로, 성별 다양성이 팀 프로세스 활성화 및 효과성 정도에 가장 크게 영향을 준다는 점을 알 수 있었다. 또한 연령, 전공, 근속 등의 차이로 인한 다양성은 아주 강하지는 않지만 대체로 유의한 영향들을 미치고 있음을 알 수 있었다. 이상의 실증 결과에 의거하여 연구의 시사점과 향후 연구를 위한 과제를 제시하였다. This study examines the relationship between work group diversity and team process and effectiveness in Korean work groups. Traditionally, Korean work groups have been homogeneous in terms of gender, age, and other social and task-related aspects because of the clear distinctions within society as well as the collectivist-oriented HR practices and system. Thus, the paucity of diversity research is attributable to these reasons. Nonetheless, diversity in teams has been significantly and consistently increasing within the last two decades, especially since the IMF crisis of 1997. This research is composed of a series of two empirical studies which investigate the effects of social category and task-oriented diversity in team process and effectiveness. The diversity-performance relationship in group settings has resulted in mixed results (positive, negative, and non-significant). Therefore, this study seeks more convincing findings by adopting diversity, process, and outcome variables such as social category variables (gender and age) and task-oriented variables (education and tenure). In Study 1, we adopted cooperative behavior as a team process variable and team performance, learning, and satisfaction as team effectiveness variables. In Study 2, team process variables consisted of cooperative behavior, communication, trust, and conflict. Trust within the group consisted of cognitive and affective trust. Conflict within the group consisted of task and relational conflict. The three effectiveness variables in Study 1 remained the same for Study 2. Following social categorization theory, the hypotheses for testing the effects of social category variables are as follows: H1-1 : Gender diversity will be negatively associated with team process variables. H1-2 : Gender diversity will be negatively associated with team effectiveness variables. H2-1 : Age diversity will be negatively associated with team process variables. H2-2 : Age diversity will be negatively associated with team effectiveness variables. Following information/decision-making theory, the hypotheses for testing the effects of task-oriented diversity variables are suggested below. H3-1 : Educational diversity will be positively associated with team process variables. H3-2 : Educational diversity will be positively associated with team effectiveness variables. H4-1 : Tenure diversity will be positively associated with team process variables. H4-2 : Tenure diversity will be positively associated with team effectiveness variables. In Study 1, the survey data were collected from 320 employees in 41 teams from four organizations within the printing, construction, and rental service industries. In order to test the hypotheses, gender and education diversity variables were calculated by using the function below: Diversity = -∑s i=0[Pi×ln(Pi)] Age diversity was defined as a standard deviation of age distribution within the group while tenure was calculated as the coefficient of variation (i.e., the standard deviation divided by the group mean). To create team level process and effectiveness measures, we aggregated the individual level data to group level data after testing intraclass correlation coefficients (ICC(1) and ICC(2)) and within-group agreement measure (r_wg). Regression analyses of the 41 teams showed that gender diversity was negatively related with within-group cooperative behavior and team learning while age diversity was positively related with team learning, as opposed to the hypothesized relationships. With regard to task-oriented diversity variables, educational diversity was significantly positively associated with team satisfaction only. Tenure diversity was not significantly associated with any team process and effectiveness variables. In Study 2, the survey data was collected from 417 employees in 37 teams from an IT venture company.

팀 인력다양성이 팀효과성에 미치는 영향에 대한 연구 -갈등과 성찰성의 매개효과-

이윤경 ( Yun Kyeong Lee ),김종관 ( Jong Kawn Kim ) 한국인적자원관리학회 2013 인적자원관리연구 Vol.20 No.4

본 연구는 팀 인력다양성이 성과에 미치는 영향에 대해 연구하기 위해, 인력다양성을 사회범주다양성(성별, 연령, 근속년수), 가치다양성, 정보다양성(전공, 직급, 기능)으로 분류하고, 다양성과 성과의 관계를 매개하는 갈등과 성찰성의 역할을 분석함으로써, 조직 내 다양성이 어떤 과정을 통하여 성과에 영향을 미치는지에 대해 연구하였다. 팀 수준에서 인력의 다양성과 효과성에 대한 관계를 연구하기 위해 국내 기업의 66개 팀 437명을 대상으로 표본조사하여 연구를 진행하였다. 분석결과 팀 인력다양성 중 사회범주다양성은 직접 팀효과성(팀만족, 팀몰입, 팀혁신)에 영향을 미치기도 하지만, 대부분 관계갈등과 과업갈등에 매개되어 영향을 미치는 것으로 나타났으며, 가치다양성 또한 직접적인 관계보다는 갈등에 의한 매개효과가 나타나고 있었다. 정보다양성은 일부 갈등과 성찰성에 의해 매개되고 있지만 직접 팀효과에 미치는 영향이 많다는 것을 알수 있었다. 또한 정확한 매개효과에 대해 알아보기 위해 경로분석을 실시하였다. 결과는 갈등에 의해 매개된 다양성의 효과가 성찰성을 통해 팀만족, 팀몰입, 팀혁신에 긍정적인 영향을 미치고 있었으며, 관계갈등과 과업갈등 또한 팀혁신에 유의미한 영향을 미치고 있음을 알 수 있었다. 따라서 인력다양성은 조직내 갈등, 성찰, 혁신에 긍정적인 효과를 나타낼 수 있으며, 이를 어떻게 관리하는지에 따라 성과에 미치는 영향이 달라질 것이라는 것을 제시하고 있다. Workforce diversity is important issue on business today. The purpose of this study is to know effects of team workforce diversity on team effectiveness. The diversity is classified social-category diversity(sex, age, tenure), information diversity(major, job position, function), value diversity. The study looks how each diversity affect the team effectiveness(team satisfaction, team commitment, team innovation) and examines the mediating effect of conflict and reflexivity on the process. A survey of 66 team leader and member(total 439) at corporate institutes show that some diversity had a positive impact on team effectiveness. First, among social-category diversity , sex diversity and tenure diversity are positively related to team effectiveness. Information diversity is are positively related to team effectiveness. Value diversity is not significant on team effectiveness. Second, social-category and value diversity are positively related to relation conflict and task conflict and age diversity, tenure diversity, job position diversity, function diversity are positively related to relation reflexivity. Third, task conflict mediate the relationship between diversity(social-category, value) and team effectiveness(team innovation) and reflexivity mediate the relationship between diversity(information) and team effectiveness(team satisfaction, team commitment, team innovation). Last, I executed structural analysis to know clear relation between variable. This analysis show task conflict is mediate between diversity and reflexivity and then reflexivity is positively related to team effectiveness. this indirect effects are significant. Diversity directly or indirectly has an effect on performance. Companies must be conduct a long-term management of diversity. It should be performed in terms of the strategic human resource management.

다양성 수용과 혁신행동의 관계: 상사의 친화태도를 조절변수로

손영희 ( Young-hee Son ),이형택 ( Hyoung-taek Lee ) 한국유통경영학회(구 한국유통정보학회) 2021 유통경영학회지 Vol.24 No.1

Purpose: We want to look at how the degree of diversity acceptance perceived by members of an organization affects the ability to change and innovation behaviors that are indispensable to today's corporate competitiveness. In particular, it was intended to verify how the acceptance of diversity (social category, information, and value) perceived by employees of export firms affects employees' innovation behaviors. In addition, we tried to verify how diversity- friendly attitudes of boss play a role in the relationship between perceived diversity sensitivity by employees of exporters and innovation behaviors of members. Research design, data, and methodology: 272 questionnaires were collected from employees working in export companies and 253 were finally used for actual analysis except 19 which lacked value such as centralization tendency, omission, and insincere response. A confirmatory factor analysis (CFA) and hierarchical regression analysis were conducted respectively. Results: We found that social category, information and value diversity sensitivity has a positive effect on innovative behavior. We confirmed that the diversity acceptance of employee was very closely related to their innovative behavior. In addition, we confirmed that the supervisor’s diversity-friendly attitude plays a meaningful moderating role between accepting social category diversity and innovative behavior. Implications: Companies that emphasize employees’ innovative behavior in the future need to make various efforts to make them recognize diversity positive. First of all, firms need to create an atmosphere in which all organizational members can understand and recognize the need and importance of diversity that has recently emerged significantly in our society. Companies have organizational culture with a lack of basic understanding and respect for diversity require systematic education and training. And, it is very important to hire applicants with a high degree of perceived diversity sensitivity in the recruitment and selection process. In effect, various HR institutions and policies related to perceived diversity sensitivity provide practitioners with a good starting point to improve employees’ innovative behavior.

Institutional Proposals for Enhancing Board Diversity in Chinese Companies

쉬창,정대 중국지역학회 2024 중국지역연구 Vol.11 No.1

Recently, environmental, social, and governance (ESG) has become a new paradigm for corporate management and investment as a global trend. In particular, the board diversity is being emphasized as a standard related to the corporate governance of ESG. In a broader sense, the board diversity includes race, gender, nationality, and sexual orientation, and in a narrow sense, the board diversity focuses on gender diversity, among which female directors are a key issue. In this regard, while some countries implement a female director quota system that forces the appointment of female directors, others implement a system that entrusts the appointment of female directors to the autonomy of companies. In general, the board of directors is a main body in a company's business decision-making, and the responsibilities of directors who are members of the board of directors are gradually expanding. Since there is an important relationship between corporate governance and sustainable growth, the issue of the board diversity has become an important concern for long-term investors. There are a number of empirical studies that say that expanding the number of female directors can improve the monitoring and supervision functions and decision-making functions of the board of directors and can improve corporate management performance through changes in corporate culture. In other words, it can be evaluated that there is a correlation between securing gender diversity and improving corporate management performance or corporate governance in the board diversity. From this point of view, in order for listed companies in China to further grow into a global company, it is necessary to pay more attention to securing the board diversity, such as expanding the number of female directors, and the Chinese government needs to strengthen policy support on the board diversity. In conclusion, the following institutional improvement measures should be taken to improve the board diversity of Chinese companies. First, it is necessary to promote policies that provide internal motivation for the board diversity for Chinese companies. For example, in most companies, it is necessary to implement policies to promote the appointment of female directors because the board diversity is insufficient. Second, it is necessary to promote policies to improve the quality of information disclosure by Chinese companies regarding the diversity of the board of directors. In addition to promoting the introduction of a mandatory disclosure system, it is necessary to develop qualitative and quantitative disclosure indicators. Third, there is a need to improve the evaluation model for the diversity of the board of directors and ESG of Chinese companies. The ESG evaluation model needs to be improved by incorporating long-term practical experience. In order not to neglect the diversity of the board of directors, it is necessary to delegate the evaluation to a more specialized institution such as the Women's Federation to summarize the experience and use it to improve the overall evaluation model. Fourth, it is necessary to establish a regular exchange platform between mainland China and Hong Kong so that companies can share and learn experiences and examples of ESG practice between companies in various aspects

Strong-Tie Diversity and Weak-Tie Diversity

Najin Jun(전나진) 부산울산경남언론학회 2014 지역과 커뮤니케이션 Vol.18 No.2

본 연구는 온라인상 선택적 노출이 개인의 일상적 사회관계 내 정치적 다양성에 어떠한 영향을 미치는지 알아본다. 온라인상 선택적 노출은 유대감이 강한 사회관계에는 영향을 미치나 유대감이 약한 관계에서는 영향이 적다는 가설을 세우고 테스트한다. 가설은 약한 관계의 다음 세 가지 특성에 기반한다: 덜 노력 되어진 선택, 정치성향에 주도되지 않는 동기, 약한 관계의 구조적 특성. 회귀분석의 결과에 의하면 온라인상 선택적 노출은 강한 사회관계 내 정치적 다양성에는 부적 영향을 미치나, 약한 사회관계 내 정치적 다양성에는 적은 정도와 중요성내 정적 영향을 미치는 것으로 나타났다. This study explores the ways in which selective exposure online may or may not exacerbate political diversity in our everyday social relationships. By tapping into different strengths of social relationships people maintain, it hypothesizes and tests that selective exposure online affects political diversity in strong ties (strong-tie diversity) primarily and is less manifested in political diversity in weak ties (weak-tie diversity) based on at least three characteristics of weak social associations: less effortful selection, motivations that are not driven by political preferences, and the structurally constructed nature of weak interpersonal relationships. Regression analyses confirm that, while selective exposure online negatively influences strong-tie diversity, the same positively affects weak-tie diversity in smaller magnitude and significance. Discussions are offered.