조직공정성은 시민행동을 반드시 증진하는가?

양인덕(Young, Linn Derg) 한국인적자원관리학회 2011 인적자원관리연구 Vol.18 No.4

조직공정성과 시민행동의 관계를 상황이론의 관점으로 재조명하였다. 조직공정성의 중요도에 관한 판단이 구성원의 가치관(개인주의-집단주의 성향)에 따라 상이하며, 그로 인해 시민행동과의 관계양상이 달라질 수 있음을 지적한 선행 연구자들의 견해를 실증적으로 확인ㆍ보완코자하였다. 즉, 구성원 성향이 개인주의일 때 양자 간 정의 관련이 공고한 반면 집단주의일 때 양자관계가 취약한 원인을 규명하기 위해서 조직지원인식의 조절매개효과(moderated mediating effect)를 분석하였다. 그 결과, 개인주의 성향을 띨 때 조직공정성과 조직지원인식의 관련은 물론 조직지원인식과 시민행동의 관련도 집단주의에 비해 상대적으로 더 강하게 나타났다. 하지만 집단주의 성향을 띨 땐 조직공정성과 조직지원인식 및 시민행동의 연관이 모두 통계적으로 유의치 않았다. 이는 조직공정성과 시민행동간 정의 인과관계를 상정하는 기존 관점이 보편적으로 유효하다기보다는 구성원의 성향이 개인주의일 때 정확한 것이라고 평가되어야함을 의미하는 사례라 할 수 있다. 연구 시사점과 한계점을 기술하고, 추후 과제를 제안하였다. Previous research indicated that employee justice perceptions are positively related to organizational citizenship behavior (OCB). We hypothesized that because maintaining harmonious relationships is important for collectivists, and because protecting their individual identities is not a priority, their is a weaker relationship between organizational justice and OCB for individuals high in collectivism. Therefore, drawing on a cross-organizational sample of 454 employees from Korean companies, we examined the mediating effect of perceived organizational support on the moderated relationship between organizational justice and organizational citizenship behavior (OCB). We found that, although organizational justice is positively related to OCB, an employees’ value altered that relationship, in that the relationship was stronger for employees scoring low (versus high) on individualism-collectivism. We also found that perceived organizational support mediated the contribution of the interaction of organizational justice and individualism-collectivism to OCB. We discussed in terms of the generality of OCB concept and its relation to organizational justice and cultural value characteristics. Implications of these results for research and practice are also discussed.

자발성 개념의 문화적 차이에 관한 소고

양인덕 ( Linn Derg Young ) 한국인적자원관리학회 2011 인적자원관리연구 Vol.18 No.1

조직구성원 자발성의 개념과 원인을 비교문화관점으로 재검토하였다. 시민행동과 조직공정성의 개념적 보편성에 관한 최근 이견들을 토대로 한국 실정에 적합한 자발성 연구모형을 탐색키 위해 자발성(성과변수)의 고찰범주를 시민행동 및 혁신행동으로 설정하고, 조직공정성(선행변수)과 자발성의 관계에서 조직지원인식의 매개역할을 실증 분석하였다. 그 결과, 시민행동의 경우 조직공정성의 유의한 영향력이 불변(非매개)했으나 혁신행동의 경우에는 그 영향력의 유의성이 소멸(완전매개)하였다. 조직공정성이 시민행동에는 직접적인 영향을 미친 반면에 혁신행동의 경우 그 영향력이 매우 제한적이었다는 점에서, 혁신행동에는 조직공정성 외에도 한층 향상된 수준의 보상(조직지원인식)이 뒷받침되어야할 것이며, 한국인의 자발성 개념에는 시민행동에 못지않게 혁신행동이 중요한 요인일 수 있으므로, 향후 연구에서는 자발성의 두 측면(시민행동과 혁신행동)이 상호 균형적으로 다루어질 필요가 있음을 본 결과는 시사한다. 이 논문이 자발성에 관한 개념적 논의를 보다 객관화하고 아울러 경영 일선에서 구성원의 조직신뢰와 자발성을 합리적으로 촉진하는데 유용하기를 희망한다. This article investigated the mediating role of POS in each relationship between organizational justice and two typical spontaneous behaviors, individual innovative behavior (IIB) as well as foregone OCB. The empirical results indicated that whereas organizational justice was related to the two types of spontaneous behaviors, one of the two relationships weakened significantly when POS intervened. Specifically, although the relationship did not reduce in the case of OCB (no mediation effect), it decreased to the non-significant level in the case of IIB (full mediation effect). What these findings imply is as follows. First, organizational justice is a obvious prerequisite for OCB as evidenced by numerous academicians. Second, in that fairness itself might be lower enough to promote IIB in comparison with OCB of employees, the required level of compensation would be higher in IIB than that in OCB. Therefore, in addition to the organizational justice, organizations should provide more positive and considerate support (i. e., POS) to their members from whom spontaneous contributions are anticipated. Third and finally, unlike in Western societies, IIB as well as (or rather than) OCB might be regarded as spontaneous behavior by South Korean workers.

조직공정성과 조직시민행동의 관계에서 개인주의 : 집단주의 성향의 조절효과

양인덕(Young, Linn Derg) 한국인적자원관리학회 2010 인적자원관리연구 Vol.17 No.4

조직공정성과 조직시민행동의 관계를 실증적으로 재검토하였다. 두 개념에 관한 인식이 문화.가치관에 따라 상이함을 밝힌 최근 연구결과들을 토대로 조직공정성과 조직시민행동 사이에서 개인주의-집단주의의 조절역할을 가정하고 통계적 기법에 의거 실증하였다. 그 결과를 요약하면 첫째, 집단주의자들의 경우엔 두 개념 간 인과관계가 통계적으로 유의치 않았지만, 이와 정반대로 개인주의자들의 경우엔 정의 인과관계가 전체 표본의 그것보다 더 강하고 유의하게 나타났다. 이는 조직공정성이 시민행동을 촉진하리란 기존관점은 보편적으로 옳다기보다 그 대신 근로자들의 성향이 개인주의일 때 한층 더 정확한 것이라고 평가되어야 함을 의미하는 결과라 할 수 있다. 둘째, 개인주의자보다는 집단주의자들의 시민행동 발휘수준이 현저히 높았는데, 이는 근로자들이 개인주의 성향을 띠어감에 따라 직장에서 시민행동을 점차 덜 발휘하게 되리라는 점과 집단주의자의 경우엔 시민행동의 주요 동인이 조직공정성이라기보다는 오히려 가치관일 수도 있음을 보여주는 결과라 할 수 있다. 조직공정성과 조직시민행동의 관계에 관한 기존 연구관점의 보편적 타당성에 의문을 제기한 이 논문이 경영 일선에서 조직구성원의 잠재적 역량을 합리적으로 이끌어낼 수 있는 방안을 마련하는데 유용하기를 희망한다. Previous research indicates that employee justice perceptions are positively related to organizational citizenship behavior (OCB). We examined individualism-collectivism(I-C) as a moderator of this relationship. We hypothesized that because maintaining harmonious relationships is important for collectivists, and because protecting their individual identities is not a priority, their is a weaker relationship between organizational justice and OCB for individuals high in I-C. In a 454 sample of employees in ROK, we found that organizational justice had a stronger positive relationship with OCB for individuals low in I-C, whereas it had a non-significant relationship for those high in I-C. We discussed in terms of the generality of OCB concept and its relation to organizational justice and cultural value characteristics.

개인혁신행동의 선행요인으로서 조직공정성과 조직지원인식의 역할에 관한 연구

김동환(Kim, Dong Hwan),양인덕(Young, Linn Derg) 한국인사관리학회 2009 조직과 인사관리연구 Vol.33 No.2

조직혁신의 원천으로서 개인혁신행동의 형성과정을 고찰하였다. 조직공정성과 개인혁신행동간 직접관련을 상정한 기존견해에 이의를 제기하고, 양자관계를 사회교환이론의 관점으로 재조명하였다. 양자관계상 매개변수로 채택 가능한 변수인 조직몰입이나 신뢰 대신에 조직지원인식(사용자몰입에 대한 구성원의 인식)의 매개역할을 분석하였다. 즉, 조직지원인식을 중간에 투입했을 때 양자간 회귀계수가 전혀 유의치 못한 것으로 전환(완전매개)되었다. 이러한 결과는 조직공정성이 직접적이라기보다 일정한 태도형성단계를 경유해서 개인혁신행동을 유발한다고 보는 견해가 더 타당하리라는 점을 보여주고 있다. 또한 이는 조직공정성을 통해 구성원의 혁신행동을 증진하려면 조직의 적극적 지원(인식)이 더해질 때 비로소 그 효과가 나타날 수 있으리라는 점을 시사해준다. 경영일선에서 개인혁신행동의 촉진방안이 합리적으로 마련될 수 있도록 향후 연구의 과제들을 제시하였다. With respect to the human performance in organizations, a great deal of scholars and managers have addressed the potential and practical values of the individual innovative behavior (IIB) of employees. To date, therefore, one of the major premises of organizational science has been that fair rewards promote the work motives and consequently enhance employees' IIB. However, researchers still do not adequately account for the mechanisms through which fairness perceptions affect subsequent attitudes and behaviors, in that they are supposing direct or moderating effects of organizational justice on IIB. Although some researches in other spheres of literature have pointed to the additional (i.e., mediating) functions of organizational commitment or trust, they also do not yet offer a complete picture of fairness processes in organizations. So, based upon the social exchange perspective, present study took a different view by substituting the workers' perceptions of the organization's commitment to them (perceived organizational support: POS) for the more traditional organizational commitment or trust concepts. The purpose of this thesis was to provide a more developed organizational exchange model by reconsidering the concurrent effects of different justice types on IIB. To this end, we investigated the mediating role of POS in the relationship between organizational justice and IIB. Data obtained from full-time employees (N=454) of private sector organizations in South Korea were used to test research hypothesis. POS will mediate the relationships between organizational justice and IIB. Results indicated that whereas organizational justice dimensions were related to IIB, their relationships disappeared when POS intervened (full mediation). This finding implies that organizations should provide positive and considerate support to their members from whom IIBs are anticipated, in addition to the three fairness components, because fairness itself might not be enough to promote IIB of employees. Theoretical and practical implications are proposed, and several limitations of the study and suggestions for future research are discussed as well.

조직시민행동과 조직성과의 관계에 대한 비판적 고찰

김동환(Dong Hwan Kim),양인덕(Linn Derg Young) 한국경영학회 2008 經營學硏究 Vol.37 No.6

Does organizational citizenship behavior(OCB) promote organizational performance without fail? Previous researchers on OCB have maintained that such behaviors may stem from other-serving (altruistic) motives, have good influences upon employees, and consequently be critical for organizational efficiency and effectiveness. By and large, prior articles published in recent decades about OCB also have pointed to the merits and advantages of voluntary or extra-role activities extended in the workplace. Therefore, contemporary literature on OCB has been primarily focusing on the functional aspects (i. e. benefit-side) of the `good soldier syndrome`. In contrast to this standpoint we suggest a different view by illuminating the latent dysfunctions (i. e. cost-side) of OCB. This paper conceptually criticizes the underlying assumptions of theory on OCB and argues that prior researches have emphasized the partial (positive) features of such behaviors while generally disregarding the potentially negative connotations of them. By so doing, it is proposed here that OCB may not promote or even demote organizational performance if the benefits fail to outweigh the costs. Three overlooked presumptions that alternative causes and effects of OCB may exist in organization are as follows. First, OCB may originate from self-serving motives. Employees who engage in OCB might help coworkers, stay late, and so on, to enhance their rewards and/or self-images rather than only to support the organization itself. Second, OCB may bring about undesirable outcomes for individual workers. Employees who perform considerable OCB might experience role-overload and role-ambiguity, be susceptible to the conflict with their supervisor or resentment among peers, be left with less time to devote to their own tasks or personal lives, and so forth. Third, OCB may not or even negatively influence the major objective indexes of organizational performance as evidenced by few empirical studies. Organizations of which performance appraisal systems are inappropriate, formal functions are substituted (or hindered) by OCB or impression management, and OCBs are abused by employees and/or middle managers may have further difficulties in trying to improve their performances through OCB against all expectations. After giving due considerations to the practical and conceptual issues (e. g. OCB quality, reverse causality of OCB-performance, so-called group think phenomenon, level of analysis of performance, additional debates on behavioral motives, and the like) in the sphere of OCB research, we discussed a number of theoretical and managerial implications of this complementary viewpoint along with some significant agendas for future research in depth as well.

조직공정성과 조직시민행동의 관계에서 조직지원인식의 매개역할에 관하여

김동환(Dong-Hwan Kim),신호철(Ho-Chul Shin),양인덕(Linn-Derg Young) 한국인사조직학회 2009 인사조직연구 Vol.17 No.4

조직공정성과 조직시민행동의 관계를 사회교환이론의 관점으로 재조명해서 조직시민행동의 형성과정을 고찰하였다. 양자관계에 대한 기존의 지배적 논의체계와 연구관점을 보완하기 위하여 조직지원인식의 매개효과를 분석한 결과, 조직시민행동에 미치는 조직공정성의 영향력이 상당 수준 감소(부분매개)하였다. 이는 조직 공정성이 직접적이라기보다 특정한 태도형성단계를 거쳐서 조직시민행동을 유발하리라는 점과 아울러 조직공정성을 통해 조직시민행동을 진작하려면 적극적 조직지원(에 대한 구성원의 인식)으로 뒷받침될 때 그 효과가 배가될 수 있으리라는 점을 시사해주는 내용이라 할 수 있다. 경영일선에서 조직시민행동의 합리적 촉진 방안이 마련될 수 있도록 미래의 연구과제들을 제시하였다. With respect to the human performance in organizations, a great deal of scholars and managers has addressed the potential and practical values of the voluntary behaviors of employees. And recognition of employees’ positive work attitudes and contributions that go beyond their job prescriptions or formal duties as vital sources of organizational effectiveness has invoked a considerable attention among organizational researchers to understand and explain the motivational bases of such attitudes and contributions. To date, one of the major premises of organizational science has been that fair rewards promote the work motives and consequently enhance the performance at the workplace. Therefore, much research has examined the relationship between organizational justice and employee work outcomes, organizational citizenship behaviors (OCB) as well as job performance. Even if this pattern of research has contributed substantially to explicating the theoretical framework of organizational behaviors, it is not without limitations. 4) First, researchers still do not dequately account for the mechanisms through which justice perceptions affect subsequent OCB. Although prior studies have pointed to the additional (i.e., mediating) functions of organizational commitment and trust in organizations, they do not yet offer a more complete picture of fairness processes within organizations. There are evidences, however, that organizational commitment and trust in organizations are positive employee reactions to perceived organizational support (POS) defined as global beliefs kept by employees concerning the extent to which the organization values their contributions and cares about their well-being. Second, much of this line of research has not encompassed the three justice types simultaneously. That is, the social exchange perspective has been adopted in the context of organizational justice to ascertain the independent role of each justice dimension, comparative effects of distributive and procedural justice, or discriminated functions of procedural and interactional justice.