動機附輿的 自我槪念(MSC)의 先行要因과 結果要因에 關한 硏究 = (A)study on the antecedents and consequences of motivational self concept(MSC)

다국어 초록 (Multilingual Abstract)

In the rapidly changing environment in which organizations now function, the identity, value and self-concept of organizational members can determine the success or failure of organizations, making them important elements to be reckoned with. A study on the self-concept of organizational members is very crucial in this regard.
A definition of self-concept can be said to be an answer to the question "Who am I?". The self-concept, which may be broadly defined as "person's perception of himself or herself that is distinct from those of others", functions as a measuring stick to examine the identity of organizational members.
Ever since Bandura (1982, 1997) introduced self-efficacy theory, many researchers have been applying the theory to different areas of organizational studies. However, no study has yet to consolidate the self-concept theory in a systematic manner. This is because past studies failed to go beyond the elements of self-efficacy and self-esteem which constitute only a part of self-concept and failed to examine other elements of self-concept which also work to induce motivation amongst organizational members. Consequently, in this study, an effort was made to approach the self-concept systematically. Furthermore, an effort was made to introduce not only the motivational self-concept (MSC) into business administration studies, but also to categorize MSC into personal self and social self with a view to explain the recognition processes of its antecedents and consequences.
In this study, the kind of influence that personal characteristics (cognitive style and self leadership), job characteristics (challenging work, job autonomy and job feedback), and organizational characteristics (transformational leadership, organizational support, flexibility-oriented culture) have on the personal self and social self was examined.
The study also looked at the kind of influence that personal self (self-efficacy, self-esteem) and social self (identification with leader, social identification, value internalization, collective-efficacy) have on the personal effectiveness (personal ingenuity, job satisfaction, work effort) and collective effectiveness (group ingenuity, group satisfaction, group result). Finally, the study analyzed mediating roles of personal self and social self at a time when personal characteristics, job characteristics and organizational characteristics influence the consequences of personal effectiveness and collective effectiveness.
In wishing to utilize the close proximity to Daedok Science Town as an advantage and to examine well-educated manpower in today's fast paced and high tech world, the study was undertaken by using 467 questionnaires returned from the total of 954 questionnaires which were distributed to 30 different R & D centers located within Daedok Science Town.
The results and details of suggestions derived from the study are as follows:
Firstly, the study tried to approach the self-concept in a systematic fashion. For this, an effort was made to consolidate the self-concept theory starting from the identity, incorporate MSC into business administration studies, and categorize MSC into personal self and social self. This was done to provide detailed explanation on the self-concept, which was insufficiently thought of as merely self-efficacy or self-esteem in past studies, and also to place self-concept into two categories: personal-self (facts or one's own opinions about oneself) and social-self (one's perceptions about how one is regarded by others). It is believe that the study will intensify the consideration of self concept theory in organizational and business administration studies.
Secondly, the study identified the relations between personal characteristics and MSC. The study has found that personal characteristics of organizational members generally have more influence on the self-efficacy and self-esteem elements of personal self. In other words, innovative cognitive style and self leadership elements of personal characteristics tend to influence personal self more than social self.
Thirdly, the study identified the relationship between job characteristics and MSC. It was found that the job characteristics of organization generally have more influence on the self-efficacy and self-esteem elements of personal self. In other words, if an organizational member is assigned with a challenging job with a degree of autonomy, in lieu of a easy and comfortable job, and provided with a system capable of giving continual feedback on the job performance, one would see a definite rise in the self-efficacy and self-esteem of organizational members and this in turn will lead to higher level of productivity.
Fourthly, the relationship between the organizational characteristics and MSC was identified. It was found that the organizational characteristics have more influence on social self than personal self. The study has also revealed that the transformational leadership has more influence on the identification with leader, social identfication, value internalization and collective-efficacy elements of social self than the self-efficacy and self-esteem elements of personal self. In other words, unlike previous studies which claimed that the transformational leadership influences the self-efficacy without making a clear distinction between the personal self and social self, the study has found that the transformational leadership has more influence on the social self than personal self.
Fifthly, the relations between the personal self and personal efficacy was examined. The study has revealed that personal self generally has more influence on the personal effectiveness than collective effectiveness. In other words, as the organizational members start to gain self-efficacy and self-esteem, they become more ingenious, more satisfied with the assigned duty, and work harder to achieve better results. In order to deduce personal effectiveness, therefore, it is crucial to raise the level of self-efficacy and self-esteem amongst organizational members. As can be seen from the beta value of .639 for self-efficacy and .655 for self-esteem in this study, the self-efficacy and self-esteem have more influence on the personal ingenuity than other variables.
Sixthly, the study looked into relations between social-self and collective effectiveness. It was found that identification with leader and collective-efficacy elements of social self have greater influence on the collective ingenuity, collective satisfaction and collective result elements of collective effectiveness. In other words, when organizational members feel oneness with the leader and start to perceive collective-efficacy, they start to manifest collective ingenuity, become satisfied with their organizations, and produce better result as a group. Ultimately, to deduce collective effectiveness, it is important for organizational members to secure the identification with leader and collective-efficacy elements of social self.
Seventhly, the study examined the mediating roles between the antecedent variables and consequential variables of MSC. It was discovered that the personal self plays mediating role at a time when personal characteristics and job characteristics influence the personal effectiveness. The social self, on the other hand, takes on a mediating role at the time when the organizational characteristics influence the collective effectiveness. Consequently, it was confirmed that an individual's personal or collective effectiveness is disclosed through the recognition process of MSC by the organizational members. This finding reiterates the importance of motivational self concept of organizational members.
This study is quite distinct from other study in that the study focused on the characteristics of well-educated manpower of the Daedok Science Town. In other words, this study is quite meaningful in that it identifies elements of self-concept required to motivate well-educated professionals to obtain higher level of effectiveness in today's fast paced and high-tech world. This study is also very unique in that, unlike the past studies, the study was undertaken with MSC categorized into personal self and social self, thereby providing a fundamental framework and influential relations structure of self-concept.

목차 (Table of Contents)

• 목차
• 제 1 장 서론 = 1
• 제 1 절 문제제기 및 연구과제 = 1
• 제 2 절 논문의 구성 및 연구방법 = 4
• 제 2 장 이론적 배경 = 5
• 제 1 절 동기부여적 자아개념 = 7
• 1. 인간의 정체성(identity) = 7
• 2. 인간의 자아개념(self-concept) = 17
• 3. 동기부여적 자아개념(MSC ; Motivational Self-Concept) = 28
• 제 2 절 동기부여적 자아개념의 선행요인 = 40
• 1. 개인특성 = 42
• 2. 직무특성 = 54
• 3. 조직특성 = 60
• 제 3 절 동기부여적 자아개념의 결과요인 = 74
• 1. 개인효과성 = 77
• 2. 집단효과성 = 88
• 제 4 절 동기부여적 자아개념의 매개역할 = 95
• 제 3 장 연구모형 및 가설 설정 = 99
• 제 1 절 연구 모형의 설계 = 99
• 제 2 절 가설의 설정 = 101
• 제 4 장 연구조사방법 = 113
• 제 1 절 변수의 조작적 정의 및 측정 = 113
• 1. 동기부여적 자아개념(MSC ; Motivational Self-Concept) = 113
• 2. 개인특성 = 116
• 3. 직무특성 = 117
• 4. 조직특성 = 119
• 5. 개인효과성 = 120
• 6. 집단효과성 = 122
• 제 2 절 자료의 수집 및 분석방법 = 123
• 1. 자료의 수집 및 표본의 구성 = 123
• 2. 설문지의 구성 = 126
• 3. 분석 방법 = 126
• 제 5 장 연구결과의 분석 및 가설검정 = 129
• 제 1 절 측정도구의 타당성 검증 = 129
• 제 2 절 측정도구의 신뢰성 검증 = 135
• 제 3 절 변수간 상관관계 분석 = 136
• 제 4 절 가설의 검증 = 138
• 제 6 장 연구의 시사점 및 향후 연구방향 = 166
• 제 1 절 연구결과의 요약 및 의의 = 166
• 제 2 절 연구의 한계 및 연구방향 = 173
• 참고문헌 = 175
• ABSTRACT = 193
• 설문지 = 198

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