현실적 직무소개와 멘토링이 경력직 입사자의 조직 적응에 미치는 영향 = The effects of realistic job preview and mentoring on experienced employees' job attitude

다국어 초록 (Multilingual Abstract)

Basically the competitiveness of a company depends on the employees. It is very necessary to secure and manage excellent employees needed by the company for the business purpose of the company and also they are highly valued in different studies. Instead of new recruits who just graduated from a university, more companies hire experienced recruits. Due to such trend, the companies' interests in managing the experienced recruits are increasing. However, the previous studies only focus on the organization of new recruits and there are not enough studies that focus on the employment of experienced recruits. The study analyzed the effects of realistic job preview and mentoring on the experienced employees' adapting ability in the organization through a literature study and an empirical study. The followings show the suggestions.
First, considering that the realistic job preview affects the applicants' attitude and behavior after the employment, the realistic job preview should be carried out in order to help the applicants understand the reality of the organization exactly and judge the appropriateness of their ability and desire.
Second, they learn different experiences and feelings in the organization life from the mentor so when there is a mentor, the applicants can overcome the current and future anxiety in the organization. Also, they will learn the general conditions of the organization easily and fast. This will help them blend in the organization, increasing their initial adaptation.
Third, the employees show relatively high adapting ability in companies that have a personnel department with high capability. This indicates that the role of the personnel department is very important when securing and managing talented employees.
Lastly, the status of realistic job previews and mentoring systems for the experienced employees in Korean companies could be observed. The realistic job preview for the experienced employees was not sufficient and many companies did not have the mentoring system. Also, many companies have both official and inofficial mentoring so this shows that they use strengths and weaknesses of each type of mentoring very well.
Since the number of experienced employees increase, further studies on methods that can increase their adapting ability should be carried on.

목차 (Table of Contents)

• 목차
• 제1장 서론 = 1
• 제1절 문제제기 및 연구 목적 = 1
• 제2절 논문의 구성 = 3
• 제2장 이론적 배경 = 4
• 제1절 현실적 직무소개(Realistic Job Preview) = 4
• 1. 현실적 직무소개의 개념 = 4
• 2. 현실적 직무소개의 적용 = 5
• 3. 현실적 직무소개에 대한 주요 연구 = 8
• 제2절 멘토링(Mentoring) = 10
• 1. 멘토링의 개념 = 10
• 2. 멘토링의 역할 및 기능 = 12
• 3. 멘토링의 발전단계 = 20
• 4. 멘토링의 유형 = 22
• 5. 멘토링의 효과및 결과 = 26
• 제3절 경력직 입사자의 조직적응 = 30
• 1. 직무만족(Job Satisfaction)과 조직적응 = 30
• 1) 직무만족의 개념 = 30
• 2) 현실적 직무소개와 직무만족 = 30
• 3) 멘토링과 직무만족 = 31
• 2. 조직몰입(Organizational Commitment)과 조직적응 = 32
• 1) 조직몰입의 개념 = 32
• 2) 현실적 직무소개와 조직몰입 = 33
• 3) 멘토링과 조직몰입 = 34
• 3. 인사부서의 역량 = 34
• 제3장 연구방법 = 38
• 제1절 연구모형 및 가설설정 = 38
• 1. 연구모형 = 38
• 2. 가설설정 = 39
• 1) 현실적 직무소개와 조직적응에 대한 가설 = 39
• 2) 멘토링과 조직적응에 대한 가설 = 40
• 3) 인사부서의 역량을 조절효과로 본 가설 = 40
• 제2절 변수에 대한 조작적 정의 = 42
• 1. 현실적 직무소개 = 42
• 2. 멘토링 = 43
• 3. 경력직 입사자의 조직적응 = 44
• 1) 직무만족 = 44
• 2) 조직몰입 = 45
• 4. 인사부서의 역량 = 45
• 제3절 측정도구 및 표본의 선정 = 46
• 1. 설문지의 구성 = 46
• 2. 표본선정 및 분석방법 = 47
• 1) 표본의 선정 = 47
• 2) 분석방법 = 48
• 제4장 가설검증 및 논의 = 50
• 제1절 가설검증 및 논의 = 50
• 1. 변수의 타당성 및 신뢰성 분석 = 50
• 2. 측정변인의 기술통계량 = 54
• 3. 가설 검증 = 56
• 4. 가설 검증 결과 요약 = 68
• 제5장 결론 = 69
• 제1절 연구결과 = 69
• 1. 연구결과의 요약 = 69
• 2. 연구의 시사점 = 73
• 제2절 연구의 한계와 향후 연구 방향 = 76
• 참고문헌 = 78
• 설문지 = 88
• ABSTRACT = 99