남녀관리자의 경력성공 모형 비교 = A Comparison of Career Success Models of Female and Male Managers

국문 초록 (Abstract)

본 연구는 남녀 관리자들을 대상으로 이들의 경력성공에 영향을 미친 요인들은 무엇이며, 이들 변수 간 관계의 구조가 남녀 간에 어떻게 다른지를 구조방정식모형을 통해 비교해보았다. 경력성공의 개념에는 객관적 관점에서 평가할 수 있는 직급과 급여 그리고 주관적 관점인 경력만족을 포함시켰다. 경력성공에 영향을 미치는 요인으로는 조직차원 변수와 함께 개인차원 변수도 고려하였다. 자료 수집을 위해 남녀관리자를 대상으로 설문조사를 실시하였고, 남성관리자 188부와 여성관리자 197부가 최종적으로 분석에 사용되었다.
분석결과, 남성중심 조직문화가 남성과 달리 여성들의 경력개발 핵심 요소인 다양한 직무경험, 훈련 및 개발 기회, 멘토링 구축에 부정적 영향을 미쳤다. 직무경험 다양성이 경력성공에 미치는 영향을 보면, 남성의 경우는 경력만족은 물론 직급과 임금에도 정(+)적인 효과를 보였지만 여성의 경우는 경력만족에만 정적인 영향을 미쳤다. 훈련 및 개발 기회는 경력만족, 직급, 임금 등에 모두 직접적으로 정(+)적인 영향을 미쳐 남녀 관리자의 경력성공에서 가장 중요한 핵심적 요인으로 밝혀졌다.
한편 개인적 차원인 남성적 특질의 경우, 여성에게는 멘토링 경험과 경력만족에, 남성에게는 경력만족과 직급에 정(+)의 영향을 미쳤다. 근속년수는 남녀관리자 모두 직급과 임금 수준에 정(+)의 영향을 미쳤다. 직장-가정 갈등의 경우, 근속년수에 미치는 영향은 남녀관리자 간에 뚜렷한 차이를 보였다. 여성은 직장-가정 갈등이 근속년수에 부정적인 영향을 미치는 반면, 남성에게는 유의한 영향을 미치지 않는 것으로 나타났다.
이 연구는 관리자의 경력성공을 예측하는 다양한 요인들을 포함하는 통합적 모형을 제시하고 변수들의 구조적 특성을 남녀 간에 비교함으로서, 인적자원관리 측면에서 여성의 경력개발에 도움을 줄 실무적 시사점을 제공하였다는 데서 그 의의를 찾을 수 있다.

다국어 초록 (Multilingual Abstract)

In Korea, women’s routes to career success are likely to be different from those of men. To succeed, women need to overcome barriers that are imposed largely on women only, such as segregation in job areas and interrupted careers. A gender-specific model, therefore, is needed to explain properly the major factors of career success for women. Earlier works by Tharenou et al. (1994), Melamed (1995), and Kirchmeyer (1998) support this idea. Their results suggest that while some factors facilitate career success of both men and women, the effects of other factors are moderated by gender.
Determinants of career success specifically of women have not been well established. Predictors of women’s managerial advancement largely fall under two categories: personal and situational. So far, only a few studies have simultaneously examined both personal and situational variables. In this study, we attempt to consider both in comparing career success models of female and male managers. We will examine what variables are influential and how the sequenced patterns of relationships are different between female and male managers.
Career success encompasses subjective and objective aspects of achievement and progress of an individual in an organization or profession. In our study, “objective” career success is measured by salary and managerial level, and “subjective” success by personal satisfaction. A range of both situational and individual variables are accordingly used as predictors.
Male-dominated organizational culture is a critical feature influencing the processes of managerial success for both men and women. Studies on organizational culture have repeatedly shown the intimate relationship between the organizational culture and various discriminatory practices or behaviors. This perspective finds echoes in many Korean companies. Corporate organizations are largely male-dominated, and they tend to exaggerate women’s differences from men and exclude women from informal interaction where critical information is exchanged. Informal groups in Korean society center around educational, regional and military service backgrounds, which are essentially male-oriented attachments (Kang & Rowley, 2006). Thus, women are isolated in male-dominated networking systems and excluded from mentoring.
Mentoring is important to an individual’s career success in an organization. Mentoring in organization can be viewed as a developmental relationship whereby senior-level employees provide substantial information regarding training opportunities and job placement to lower-level employees on an individual basis. Although stable mentor-mentee relationship is critical for the success of women, they face more barriers to obtaining a mentor than men.
Functional mobility is also important, since employees moved to different jobs are often highly motivated. There tends to be a difference in the departments where men and women are concentrated； men are mainly placed in line jobs and women are placed in staff jobs. Different job assignments expose female employees to different facets of organizational power. It is therefore crucial for women to develop their careers in a company where functional mobility is encouraged, if not guaranteed.
Opportunities as to training and development have a positive impact on managerial success, since they nurture and cultivate knowledge, skills, and credentials. Especially, for women, on-the-job training is an essential source of expertise in managerial skills. Yet women tend to have far less opportunity to gain expertise through job assignments and work experience than men.
A group of “masculine” traits appear to be influential for women’s career success. For example, self-confidence and achievement-oriented mentality are likely to push women to seek developmental opportunities such as mentoring mor

목차 (Table of Contents)

• 〈초록〉
• Ⅰ. 연구목적
• Ⅱ. 이론적 배경
• Ⅲ. 연구방법
• Ⅳ. 연구결과
• Ⅴ. 논의
• 참고문헌
• ABSTRACT

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