충청북도교육행정직 공무원의 조직문화유형이 조직몰입도에 미치는 영향 : Kimberly & Quinn의 조직문화유형을 중심으로 = (The) Effect of Organizational Culture Types on Organizational Commitmnet - Focusing on Kimberly & Quinn's Model -

다국어 초록 (Multilingual Abstract)

The structure of organizations has continued to be upgraded to stay abreast with rapid-changing modern society. An organizational culture is one of the major factors to make it possible to properly respond to ongoing changes. To keep up with fast-changing environments, an active and efficient organizational development is required, and the inner characteristics of organizational members should be grasped to improve organizational performance.
The purpose of this study was to get an accurate grip on the organizational culture of public officials in educational administration posts in north Chungcheong province in an effort to ensure the efficient performance of that organization.
As for analysis models, four different sorts of organizational culture were selected as independent variables: group culture, innovative culture, hierarchical culture and rational culture. In terms of dependent variables, organizational commitment was divided into affective, normative and continuance commitment, and seven demographic variables were selected: gender, age, marital status, education, job ranking, office and term of service. To what extent the organizational culture types affected organizational commitment and whether the demographic characteristics made any differences to the type of organizational culture and organizational commitment were investigated. After an experimental analysis was conducted, the following findings were given:
First, the government workers in educational administration posts were asked to write about the type of their organizational culture, and the largest group that accounted for 58.9 percent viewed their organizational culture as hierarchical.
Second, as for correlation between organizational culture and affective commitment, rational culture made no significant difference to that, and that was positively correlated to group culture and innovative culture. There was a negative correlation between that and hierarchical culture.
Third, regarding correlation between organizational culture and normative commitment, rational and hierarchical culture had no significant relationship to that, and group culture and innovative culture were positively correlated to that.
Fourth, concerning correlation between organizational culture and continuance commitment, hierarchical culture made no significant difference to that, and that had the closest positive correlation to rational culture, followed by innovative culture and group culture.
Fifth, the type of organizational culture was different according to the demographic characteristics. Specifically, those who were older and whose ranking was higher had a tendency to rate their organizational culture as collective.
Sixth, the demographic characteristics made a difference to organizational commitment. The better educated officials tended to have a higher opinion on their own organizational commitment. Affective commitment and normative commitment were more common among the workers in the local educational authorities, and continuance commitment was a little more widespread in schools.
In conclusion, there should be a shift in organizational culture to change the class system and oppressive authoritarian climate. Top-down organizational management should be avoided, and the government agency should be run in a trustworthy and efficient manner in order to improve its organizational performance. The personal bond and mutual trust among colleagues and among different divisions should be fortified, which are the unique features of collective and innovative culture that have a firsthand impact on organizational commitment, and supervisors should try to communicate with subordinates in an open manner. Besides, every member should be encouraged to come up with creative ideas.
An organizational culture is a vital factor to determine organizational competitiveness and efficiency. As that exerts an enormous influence on organizational commitment in fast-changing environments, the importance of organizational development that affects organizational commitment in large part should fully be recognized, and sustained research efforts should be directed into improving organizational culture.

목차 (Table of Contents)

• Abstract ⅶ
• 제1장 서론 1
• 제1절 연구의 배경 및 필요성 1
• 제2절 연구의 범위와 방법 4
• 제2장 이론적 배경 6
• 제1절 조직문화의 의의 6
• 1. 조직문화의 개념 6
• 2. 조직문화의 구성요소 8
• 3. 조직문화의 기능 및 중요성 17
• 4. 조직문화의 유형 19
• 제2절 조직몰입의 의의 29
• 1. 조직몰입의 개념 29
• 2. 조직몰입의 유형 및 영향요인 31
• 3. 조직문화와 조직몰입과의 관련성 39
• 제3절 선행연구 고찰 43
• 1. 조직문화와 조직몰입에 관한 국내연구 43
• 2. 조직문화와 조직몰입에 관한 국외연구 46
• 제3장 연구모형과 조사설계 49
• 제1절 연구모형 49
• 1. 연구모형 49
• 2. 연구가설의 설정 50
• 제2절 변수의 조작적 정의 52
• 1. 독립변수 52
• 2. 종속변수 54
• 제3절 설문지의 구성 및 자료의 분석방법 56
• 1. 조사대상의 표본추출 56
• 2. 설문지의 구성 59
• 3. 통계분석방법 60
• 제4장 연구분석 결과 64
• 제1절 요인분석 64
• 1. 조직문화의 요인분석 65
• 2. 조직몰입의 요인분석 67
• 3. 조직문화 및 조직몰입의 수준 분석 68
• 4. 변인간 상관관계 분석 82
• 제2절 가설의 검증 84
• 1. 조직문화의 인식수준과 조직몰입 85
• 2. 인구통계학적 요인에 따른 조직문화유형과 조직몰입 91
• 제5장 결 론 100
• 제1절 연구결과의 요약 100
• 제2절 연구의 의의 및 한계 103
• 참고문헌 105
• 설문지 109