Psychological Ownership and its Relationships with its Antecedents and Constructive Deviant Behavior = 심리적 소유감의 선행요인과 영향요인-건설적 비정상행동와의 관계

국문 초록 (Abstract)

심리적 소유감은 조직에 긍정적인 영향을 끼치는 것으로 여겨져 왔다. 조직에 대한 소유감은 개인의 책임감을 증가시켜 조직의 이익을 우선적으로 고려하게 만들기 때문이다. 기존의 연구는 심리적 소유감이 직무만족, 조직몰입 그리고 조직 시민행동 등과 같은 긍정적인 결과와 유의한 관계가 있음을 보여주고 있다. 비슷한 맥락에서 본 연구는 심리적 소유감과 건설적 비정상행동과의 관계를 규명하고자 하였다. 건설적 비정상행동이 본질적으로 비정상적인 측면을 지니고 있지만, 조직의 성과를 높이려는 의도를 지니고 있다는 점에서 조직에 도움을 주는 행동이라 할 수 있다. 건설적 비정상행동이 조직의 규범과 정책에 위배되는 행동임에도 불구하고 심리적 소유감과 건설적 비정상행동 사이의 정적 관계는 통계적으로 유의함이 밝혀졌다. 또한 본 연구는 심리적 소유감의 이론적 선행요인들이 실제로 심리적 소유감에 정적인 영향을 끼치고 있음을 확인하였다.

다국어 초록 (Multilingual Abstract)

" Psychological ownership has been theorized to result in positive organizational consequences because feelings of ownership stimulates an individual to common organizational interests, psychological partnership, shared responsibility, collective consciousness, and employee commitment and integration. Feelings of ownership can also develop proactive behaviors that protect and enhance the target object and minimize employee shirking. Furthermore, feelings of ownership is pleasure producing and is accompanied by efficacy and competence. Consequently, an individual’s perception of possession psychologically binds the target object to the individual, thus allowing the target object to be felt as an extension to oneself. Therefore, previous studies have consistently found psychological ownership to be significantly related to positive outcomes such as job satisfaction, organizational commitment, and organizational citizenship behavior.
To further study the positive effects of psychological ownership, this study empirically tested the relationship between psychological ownership and constructive deviant behavior. Constructive deviant behavior exists in three different forms: innovative constructive deviant behavior, organizational constructive deviant behavior, and interpersonal constructive deviant behavior and at first, they may be misinterpreted as they are deviant in nature. Employees engaging in constructive deviant behavior do not follow organizational norms and actually bend organizational policies and rules. However, these voluntary behaviors have good intentions as they are thought to be functional and intended to improve the organization.
In addition, the study empirically tested the three conceptualized antecedents that allow the emergence of psychological ownership: control, intimate knowledge, and self-investment. Similar to the rights from formal ownership (equity, influence, and information), the three antecedents will develop feelings of ownership due to the freedom and flexibility within the job, more familiarity and closer association with the organization, and the individual’s investment such as his or her time, skills, and abilities toward the organization.
The study sampled 230 blue-collared employees in Korea and as hypothesized, the study found control, intimate knowledge, and self-investment to be significantly related to psychological ownership and psychological ownership to be significantly related to all three forms of constructive deviant behavior. And as expected, psychological ownership resulted in having the strongest effect on innovative constructive deviant behavior although innovative constructive deviant behavior does not conform to normal job processes and it does not bend or break organizational rules and policies. However, for organizational constructive deviant behavior and interpersonal constructive behavior, the effects of psychological ownership may have been lower due to employees who perceive they are at the crossroads. These two forms of constructive deviant behavior may increase an individual’s cognitive dissonance because they have to voluntarily violate organizational norms and policies even though they are with good intentions that can increase an organization’s effectiveness. Therefore, psychological ownership should be treaded carefully as it can be a double edged sword. As the study results show, it may be a determinant that can improve organizational performance because of the increased sense of responsibility and collective interest toward the organization but it may also distort an individual’s perception on deviant behavior. Relatively, psychological ownership may then increase an employee’s perceptions on entitlement because employees with strong ownership feelings may feel they have certain privileges within the organization.

목차 (Table of Contents)

• ABSTRACT
• Ⅰ. Introduction
• Ⅱ. Theoretical Background and Hypothesis Development
• Ⅲ. Methodology
• Ⅳ. Results
• Ⅴ. Conclusion
• References
• 〈Appendix〉
• 〈초록〉

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