개인혁신행동의 선행요인으로서 조직공정성과 조직지원인식의 역할에 관한 연구

다국어 초록 (Multilingual Abstract)

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.

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