경찰공무원의 근무성적평정 공정성 인식이 조직효과성에 미치는 영향에 관한 연구 = (A)study on the effects of performance evaluation justice on organizational effectiveness in police officers

다국어 초록 (Multilingual Abstract)

This study explored the relationship between the Performance Evaluation Justice and Organizational Effectiveness. The Police officers’ perception on the performance evaluation justice has been measured, and then how their perception on the evaluation justice affects the organizational effectiveness has been examined. So, the ultimate purpose of this study is to suggest the ways for the police to achieve the fair performance evaluation and then to raise the organizational effectiveness.
For the purpose, this study, in chapter 2, reviewed theoretical backgrounds and literatures on the Expectancy Theory, Equity Theory, Organizational Effectiveness, Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behavior. In chapter 3, the research model and hypothesis were provided. Then, chapter 4 was analysis part.
The methodology used in this study is based largely on the motivation model of L. W. Porter and E. E. Lawler. A Performance Evaluation Justice questionnaire comprises three categories; Distributive Justice, Procedural Justice, and Interactional Justice. A Organizational Effectiveness questionnaire comprises three categories; Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behavior.
463 police officers from korea was selected as subjects and 452 police officers among them responded to the survey and used 418 police officers' response in actual analysis. Here, statistical techniques such as step wise multiple regression, crosstabs, anova and frequency are used in data-processing with SPSS for Windows 14.0.
The study results showed that most of the police officers who were the participants of this study seemed to think the performance evaluation was not fair. The Distributive Justice was highly related to their period of service. That is, the officers who served longer seemed to think that the evaluation was not fair, particularly regarding to the Distributive Justice. The influence of the Performance Evaluation Justice on the Organizational Effectiveness was significant as other previous studies had showed. Procedural Justice and Interactional Justice, rather than Distributive Justice, were more influential to the Organizational Effectiveness, which suggested that the police needs to more focus on the Procedural and Interactional Justice than on the Distributive Justice.
The study results may be used as a theoretical basis to assert the need of fair performance evaluation system to improve the organizational effectiveness that is directly related to the public’s quality of life. There are not enough upper positions for the police officers who have similar ability and qualification. Then, the officers who don’t get the position that they want may think the Distributive Justice is not achieved. However, if the Procedural Justice and Interactional Justice are achieved, the officers may think that the evaluation is relatively fair.
This study discusses the ways to improve the Performance Evaluation Justice in the three aspects of Distributive Justice, Procedural Justice, and Interactional Justice. To achieve distributive justice, the development of reasonable evaluation standards and the expansion of performance evaluation system have been suggested. To achieve the procedural justice, the change of the performance evaluation range, the evaluator’s training, the opening of the performance evaluation, and the expansion of the multilateral evaluation system have been asserted. For the way to achieve the interactional justice, the matters on the performance evaluators and the promotion judge have been discussed.
The limit of this study is that the concept of Justice is relatively new and there are many disputes on the measurement of Justice. This study more focused on the importance of the concept of Justice, putting the measurement issue and the study on the individual characteristics and attitudes behind. The measuring instrument of this study was developed in a foreign country, and translation and cultural difference issues can be raised. The instrument was not tested fully for its reliability. The sample of this study is not representative for the whole Korean national police. In addition, this study tried to suggest the influence of the evaluation justice on the organizational effectiveness, rather than just relationship, but the cross-sectional study is hard to show the influence. Common method variance issue also can be raised because the same participants answered for both independent variable and dependent variable.
However, the strength of this study is that it tried to explore the relatively new topic of organization effectiveness and performance evaluation justice, even in the situation that the measuring instrument was not firmly set up. Further, this study tried to suggest the theoretical basis for the police to set up the strategy of police personnel management, considering that all officers’ satisfaction on the performance evaluation could only be idealistic.
For the future study on the police organizational effectiveness, what should be considered includes the relationship with other organizations, qualitative and quantitative variables, and short-term and long-term aspects. Moreover, the reliability and validity are also other aspects to be considered.
This author expects this study to contribute to the development of an adequate measuring instrument of the police organization effectiveness.

목차 (Table of Contents)

• 제 1 장 서론 = 1
• 제 1 절 연구의 목적 = 1
• 제 2 절 연구의 범위 및 방법 = 4
• 1. 연구의 범위 = 4
• 2. 연구의 방법 = 6
• 제 2 장 연구의 이론적 배경 = 9
• 제 1 절 근무성적평정 공정성의 개념 및 구분 = 9
• 1. 근무성적평정 공정성의 개념 = 9
• 2. 근무성적평정 공정성의 구분 = 20
• 제 2 절 조직효과성의 개념 및 측정지표 = 26
• 1. 조직효과성의 개념 = 26
• 2. 조직효과성의 측정지표 = 29
• 제 3 절 근무성적평정 공정성 관련이론 = 52
• 1. 브룸(V. H. Vroom)의 기대이론 모형 = 53
• 2. 아담스(J. S. Adams)의 공정성이론 = 56
• 3. 포터(L. W. Porter)와 롤러(E. E. Lawler)의 성과만족 모형 = 65
• 제 4 절 선행연구의 검토 = 70
• 1. 분배 및 절차 공정성에 관한 연구 = 70
• 2. 공정성과 조직효과성에 관한 연구 = 71
• 제 3 장 조사설계 = 73
• 제 1 절 연구의 방법 = 73
• 1. 분석의 틀 = 73
• 2. 가설의 설정 = 76
• 3. 주요변수의 조작화 = 79
• 제 2 절 자료의 수집과 분석방법 = 84
• 1. 설문지의 구성 = 84
• 2. 표본설계와 자료수집 방법 = 86
• 3. 분석방법 = 87
• 제 4 장 조사결과의 분석 및 논의 = 89
• 제 1 절 조사결과의 분석 = 89
• 1. 조사대상자의 일반적 특성 = 89
• 2. 측정지표의 신뢰도와 타당도 검증 = 91
• 3. 인구사회학적 특성에 따른 근무성적평정 공정성과 조직효과성 = 94
• 4. 업무성과와 근무성적평정 공정성과 조직효과성의 관계 = 109
• 5. 근무성적평정 공정성과 조직효과성 각 차원과의 관계 = 113
• 제 2 절 분석결과에 대한 논의 및 정책적 제언 = 148
• 1. 분석결과에 대한 논의 = 148
• 2. 정책적 제언 = 158
• 제 5 장 결론 = 174
• 참고문헌 = 178
• ABSTRACT = 201
• 부록 설문지 = 206