자아효능감이 직무스트레스에 미치는 영향에 관한 연구: 집단효능감의 매개변수 역할을 중심으로 = A Study on the Influence of Self-efficacy on the Occupational Stress: In Terms of Mediation Effects of Collective Efficacy

다국어 초록 (Multilingual Abstract)

The challenges of coping with occupational stress in an optimal way are widely recognized by businesses in the service sector where their success depends on the quality of services provided by human resources in the organizations. According to a number of experts it is the efficacy that exerts a direct effect on performance variables such as level of goals set by individuals, and/or behavioral choice under depression. The notion of efficacy may well be extended and applied to groups of individuals to form collective efficacy, which refers to the belief, shared by the members of a group, that the group retains the capacity to successfully perform various organizational tasks.
In this study, we have analyzed the questionnaires of a group of mechanics who are under constant stress originating from both the customers and the organization itself to verify mediating effect of collective efficacy on the relation between self-efficacy and occupational stress.
The results include:First, self efficacy has a statistically significant effect on occupational stress. This implies the need to improve self efficacy to reduce the stress felt by the individuals. Accordingly, an organization is required to exert its effort to apply factors which enhance self-efficacy in the aspects of human resources development.
Second, collective efficacy shows statistical significance to reduce the occupational stress, which suggests the strategies be implemented to ensure the reduction of occupational stress of members in an organization.
Third, collective efficacy is shown to have complete mediating effect on the capacity of self-efficacy concerning the reduction of occupational stress. That is, Self efficacy have a considerable effect on addressing occupational stress, mainly through collective efficacy. It is important to make it point to keep the self-efficacy high through enhancing the collective efficacy to minimize the level of occupational stress.
The following will be suggested as of the consequences of this study:First, unlike previous studies, we have presented the mediating effect of collective efficacy, proving the efficiency of existing methods for the improvement of collective efficacy when dealing with occupational stress in an organization.
Second, we have demonstrated that collective efficacy has complete mediating effect on the capacity of self-efficacy concerning the reduction of occupational stress It implies that, in an organization level, efforts are needed to improve collective efficacy rather than self-efficacy to handle occupational stress, directing the first priority in deciding effective methods when using limited and scarce resources available.
Third, we have reasonably shown that various management systems including mentoring system implemented in the business field and direct supporting system for the service personnel by the leader on site shows significant efficiency, necessitating further strategical approach to the development of optimal management system for each individual site of service.
Fourth, Attention needs to be paid to the improvement of social capital closely related to collective efficacy. Social capital, consisting of network, norm, and trust provides strong relation with collectiv efficacy defined as commonly shared beliefs or collective expectation for organizational success. Thus, an organization is required, by means of improving collective efficacy and reinforcing social capital, to increase the level of mutual confidence and maintain organic functionality, developing and sharing the its vision and core values with members.
In this study, we have confined the triggering of occupational stress to four factors, the intensity or the extent of which will vary depending on the kind of jobs, work environments, and personal tendencies. In this respect, further studies will cover the defining of and dealing with other potential sources of stress or new variables as their objectives. In addition, we h...

국문 초록 (Abstract)

조직 성패의 척도가 인적자원에 의해 좌우되는 서비스 업종의 경우 직무스트레스는 서비스를 제공하는 기업이 해결해야 할 난제이다. 이러한 상황에서 여러 학자들은 효능감이 개개인의 목표 수준과 스트레스 하에서의 행동의 선택 등과 같은 성과변수 등에 직접적인 영향을 미친다고 하였다. 효능감 개념은 집단에도 확장, 적용될 수 있다. 즉 집단효능감은 집단구성원들이 자신이 속한 집단이 성공적 과업수행을 할 수 있는 능력을 보유하고 있다는 믿음을 의미한다. 따라서 본 연구에서는 고객과 조직으로부터 직무스트레스로 많은 어려움을 겪고 있는 자동자 정비 직원들을 대상으로 자아효능감과 직무스트레스와의 관계에서 집단효능감의 매개효과를 분석하였다. 이에 연구결과는 다음과 같다. 첫째, 자아효능감은 직무스트레스에 통계적으로 유의미한 영향을 미치고 있음을 알 수 있었다. 따라서 조직 내 구성원들의 직무스트레스를 줄이기 위해서는 구성원의 자아효능감을 높일 필요가 있다. 자아효능감을 증진시킬 수 있는 인적자원개발 측면의 노력이 요구되며, 자아효능감을 구성하는 요소를 찾아 그에 맞는 개발이 요구된다. 둘째, 집단효능감은 직무스트레스에 통계적으로 유의미한 결과로 나타났다. 따라서 조직 내 구성원들의 직무스트레스를 감소시키기 위해서는 집단효능감을 증진할 수 있는 전략이 필요함을 알 수 있다. 셋째, 집단효능감은 자아효능감과 직무스트레스와의 관계에서 완전매개효과를 지니는 것으로 분석되었다. 즉, 자아효능감이 직무스트레스에 유의미한 영향을 미치지만 이는 집단효능감을 통해 영향을 미치는 것이다. 따라서 실제 조직 내 구성원들의 직무스트레스를 줄이기 위해서는 집단효능감의 증진을 통해 자아효능감을 높이는 것이 중요한 것임을 알 수 있다.

참고문헌 (Reference)

1 박한기, "직무스트레스 척도제작에 관한 연구(1)" 한국산업 및 조직심리학회지 4 (4): 241-262, 1988

2 차정은, "일반적 자기효능감 척도 개발을 위한 일 연구" 한국심리학회 34 : 19-31, 1996

3 한광현, "근로자의 감정성향에 따른 이직의향-직무만족과 자기효능감의 매개효과를 중심으로-" 대한경영학회 16 (16): 5-2215, 2003

4 Katz-Navon, Y. Y., "When Collective and Self-Efficacy Affect Team Performance: The Role of Task Interdependence" 36 (36): 437-465, 2005

5 Baron, R. M., "The Moderator-Mediator Variable Distinction in Social Psychological Research : Conceptual, Strategic and Statistical Considerations" 51 (51): 1173-1182, 1986

6 Riggs, M. L., "The Impact of Perceived Group Success-Failure on Motivational Beliefs and Attitudes: A Casual Model" 79 (79): 755-766, 1994

7 Hobfoll, S. J., "Stress, Culture., & Community, The Psychology and Philosophy of Stress" Plenum Press 1998

8 Cohen, J., "Statistical Power Analysis for the Behavioral Sciences" Lawrence Erlbaum 1988

9 Bandura, A., "Social Learning Theory" Preatice-Hall 1977

10 Bandura, A., "Self-efficacy: Toward a Unifying Theory of Behavioral Change" 84 (84): 191-215, 1997

11 Gist, M. E., "Self-Efficacy: A Theoretical Analysis of its Determinants and Malleability" 17 (17): 183-211, 1992

12 Collins, J., "Self-Efficacy and Ability in Achievement Behavior" Standford University 1982

13 Beehr, T. A., "Psychological Stress in the Workplace" Routledge 1995

14 Feltz, D. L., "Perceived Team and Player Efficacy in Hockey" 83 (83): 557-564, 1998

15 Quick, J. C., "Organizational Stress and Preventive Management" McGraw Hill 1984

16 Schuler, R. S., "Organizational Stress and Coping: A Model and Overview, In Handbook of Organizational Stress Coping Strategies" Ballinger Pub, Co 35-67, 1984

17 Parker, D. F., "Organizational Determinants of Job Stress" 32 (32): 160-177, 1983

18 Eden, D., "Modeling Galatea: Boosting Self-Efficacy to Increase Volunteering" 76 (76): 770-780, 1991

19 Shea, G. P., "Group as Human Resources, In Research in Personnel and Human Resources Management, 5" JAI Press 323-356, 1987

20 Chen, G., "General Self-Efficacy and Self-Esteem are Distinguishable Constructs" 2000

21 Lindsley, D. H., "Efficacy-Performance Spirals : A Multilevel Perspective" 20 (20): 645-678, 1995

22 Locke, E. A., "Effect of Self-Efficacy, Goals., & Task Strategies on Task Performance" 69 (69): 241-251, 1984

23 Bandura, A., "Effect of Perceived Controllability and Performance Standards on Self-regulation of Complex Decision Making" 56 (56): 805-814, 1989

24 Earley, P. C., "East Meets West Meets Mideast: Further Explorations of Collectivistic and Individualistic Work Group" 36 (36): 319-348, 1999

25 Gibson, C. B., "Do they do What They Believe they Can? Group Efficacy and Group Effectiveness Across Tasks and Cultures" 42 (42): 138-152, 1999

26 Zaccaro, S. J., "Collective Efficacy" Plenum Press 1995