조직정치 인식과 조직원 반응 사이에서의 조직기반 자긍심의 조절효과에 대한 연구 = The Moderation Effects of Organization-Based Self-Esteem on the Relationships between Perception of Organizational Politics and Employee Response

국문 초록 (Abstract)

  이 연구는 행위적 탄력성이론에 기반하여 조직정치 인식과 역할 내 행위 및 인지된 조직후원 간의 관계에서 조직기반 자긍심이 갖는 조절효과의 파악을 목적으로 한다. 한 의류제조회사에서 얻은 표본을 통해 이루어진 실증분석 결과, 조직기반 자긍심은 조직정치 인식과 역할 내 행위 간, 그리고 조직정치 인식과 인지된 조직후원 간의 관계에서 조절효과를 나타냈다. 이것은 행위적 탄력성이론이 조직 정치 인식 영역에서도 적용 가능함을 의미하며, 낮은 수준의 조직기반 자긍심을 가진 사람들의 조직기반 자긍심을 향상시킴으로써 조직정치 인식이 조직에 미치는 부정적 영향을 감소시킬 수 있음을 시사한다. 이 같은 연구 결과는 조직정치인식이 조직에 미치는 부정적 영향을 감소시키는데 있어 유의미한 통찰력을 제공하며 이와 관련된 함의를 토의하였다.

다국어 초록 (Multilingual Abstract)

  This paper aims to explore the moderation effects of organization-based self-esteem on the relationships between perceptions of organizational politics and perceived organizational support, as well as between perceptions of organizational politics and in-role behavior. The moderation roles of organization-based self-esteem in the relationships are presented on the basis of the behavioral plasticity theory. The results, which were examined through a sample drawn from a Korean garment company, show that organization-based self-esteem appears to moderate the relationships between perception of organizational politics and perceived organizational support, as well as between perception of organizational politics and in-role behavior. This means that the behavioral plasticity theory is applied to the area of the perception of organizational politics, and implies that the negative effects of perceptions of organizational politics on organizational overall effectiveness can be reduced by enhancing the level of organization-based self-esteem whose organization-based self-esteem is low. The research results can provide a useful insight into how perception of organizational politics can be reduced. Some important implications of the research findings are discussed.

목차 (Table of Contents)

• 〈초록〉
  Ⅰ. 서론
  Ⅱ. 이론적 배경과 가설 설정
  Ⅲ. 연구방법
  Ⅳ. 연구결과
  Ⅴ. 토론 및 결론
  참고문헌
  부록
  ABSTRACT
  

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