警察公務員의 組織沒入 決定要因에 관한 硏究 = (A)study on the determinants of organizational commitment for the police officer

다국어 초록 (Multilingual Abstract)

In case of police officer, when the level of organizational commitment improves, it can enhance positive effects like supply of high quality of administrative service and improvement of productivity in police administration.
In compliance with purport, the purpose of this study was to investigate positively what factors had a strong influence on the organizational commitment by each compensating type relatively focused on the general compensating dimension like physicalㆍsymbolicㆍsocial compensation that the police organization supplies for the police officer.
On the basis of such factors, this study was to look for implications that could be reflected on the organizational management of police and policy of personnel management.
According to the purpose of research above, this study used two methods of sampling for the empirical study in order to investigate the determinants of organizational commitment for the police officer.
One method is a Convenience sampling for the applicants in the course of education at Korea National Police College and Police Comprehensive Academy as subjects.
The other method is a Stratified sampling for the police offices on duty at the police stations all over the country as subjects by classifying them according to the regions and gradations.
As to the data gathered, this study was to execute correlation analysis and multiple regression analysis, etc. in order to examine organizational commitment and causal relationship among variables closely after the execution of frequency analysis, cross analysis, x²-test, T-test, and F-test, etc., using SPSS/PC 12.0.
From the result of this research above, the verification of research hypothesis and major issues may be summed up as follows;
When the detailed factors by each type of compensation as a whole were considered synthetically, they had strong influence on organizational commitment through ① social compensation, ② symbolic compensation, and ③ physical compensation.
In addition, when it targeted factors that had significant meanings statistically among the detailed factors by each type of compensation, the relative influence has shown through ① sense of social recognition, ② interest in job, ③ guarantee of status, ④ support by boss, ⑤ opportunity to promote, ⑥ job importance, ⑦ job autonomy, ⑧ job responsiveness, and ⑨ support by colleague.
When this study was to examine comparative influence on factors by each type of compensation in terms of physical compensation. The order is like this: salary< work environment< welfare< promotion< guarantee of status, etc.
And, in terms of symbolic compensation, The order is like this: interest in job< opportunity to promote< job autonomy< job importance< job responsiveness< job variety, etc.
Also, in terms of social compensation, The order is like this: sense of social recognition> support by boss> support by colleague> cohesiveness>constituents’ sense of recognition, etc.
In addition, this study found out that the variables correspond to the motivator on two-factor theory by Herzberg had great influence with the organizational commitment more than the ones corresponding to the hygiene factor.
As to the politic implications according to the research results, the physical compensations like the guarantee of status and promotion, etc. are still important factors in the police officer’ organizational commitment. However, this research reaches a conclusion that it needs measures of social compensation and symbolic compensation more keenly in order to enhance the police officer’s organizational commitment.
The policy issues regarding the detailed factors for each type of compensation that showed high level of organizational commitment are as follows.
Firstly, there is a need for measures regarding social recognition, support by superiors or colleagues, and securing unity - the social compensation factors which had comparatively strong influence on the organizational commitment.
In order to enhance the social recognition of policemen, the systemization of consistent and multi-staged efforts, such as reinforcing the equality of the public security service, improvement of the public security service's quality, transparent police work process, political neutrality of the police, improvement of the notion of human rights, prompt and professional processing of civil complaints, reinforcement of kind and voluntary services as well as the uprightness of the police, is needed.
Secondly, there is a need for measures regarding the interest in work, growth opportunities, and self-regulation of work - the symbolic compensation factors which had comparatively strong influence on the organizational commitment to the organization. Therefore, it can be inferred that work and human resource management methods are needed that reinforce and secure these factors. Job enrichment and empowerment can be good examples.
Thirdly, there is a need for measures regarding the guarantee of status and promotion - the physical compensation factors which had comparatively strong influence on the organizational commitment. Some factors that influences the guarantee of status, for example, are disciplinary punishment and age-limit system based on position.
As for disciplinary punishment, there is a need for a comprehensive and systematic approach. The status of policemen should be firmly guaranteed, based on the reform of the hierarchy or a scientific human resource supply and demand plan.
The limits of this study and future themes to be further pursued are as follows.
Firstly, there was an unbalance of the component ratio of each region (omission of the Kyeongsang-do region) due to the difficulties in retrieving the questionnaires in the process of sampling; this may have possibly compromised the generation of the research result.
Secondly, researches about which factors should be more emphasized and what can be further improved for the social and symbolic compensation for policemen should be continuously conducted.

목차 (Table of Contents)

• 제1장 서론 = 1
• 제1절 연구의 목적 = 1
• 제2절 연구의 범위 및 방법 = 5
• 1. 연구의 범위 = 5
• 2. 연구의 방법 = 6
• 제2장 이론적 배경 = 8
• 제1절 조직몰입의 개념 및 분류 = 8
• 1. 조직몰입의 개념 = 8
• 2. 조직몰입의 유형 및 구성요소 = 14
• 제2절 보상체계와 조직몰입과의 관계 = 20
• 1. 사회적 교환이론과 조직몰입과의 관계 = 20
• 2. 보상 유형과 조직몰입과의 관계 = 24
• 제3절 선행연구의 검토 = 37
• 1. 조직몰입 결정요인에 관한 연구 = 37
• 2. 선행연구 분석 = 50
• 제3장 조사 분석의 설계 = 54
• 제1절 분석모형 및 가설 = 54
• 1. 분석 모형 = 54
• 2. 가설 설정 = 57
• 제2절 조사의 설계 및 자료 수집방법 = 63
• 제3절 변수의 조작적 정의 및 측정도구 = 66
• 1. 연구변수의 조작적 정의와 측정 = 66
• 2. 설문 구성 = 77
• 제4절 분석 기법 = 78
• 제4장 분석 및 논의 = 80
• 제1절 자료의 분석 = 80
• 1. 측정도구의 타당도 및 신뢰도 분석 = 80
• 2. 기술통계 및 분석 = 91
• 3. 인구통계학적 변수에 따른 조직몰입도 비교 = 102
• 4. 조직몰입 결정요인 분석 = 111
• 제2절 분석결과의 논의 = 133
• 1. 인구통계학적 특성별 분석 = 133
• 2. 인구통계학적 변수에 따른 조직몰입도 차이 분석 = 134
• 3. 가설의 검증 = 137
• 제5장 결론 및 정책적 함의 = 151
• 참고 문헌 = 159
• ABSTRACT = 173
• 설문지 = 178