지방자치단체 공무원의 직무수행의 선행요인과 조절요인에 관한 연구

다국어 초록 (Multilingual Abstract)

This study was designed to be implemented by two categories. First is to verify how the parameters of fairness in personnel selection, target immersion and job characteristics, the antecedent factors of working attitude and duty performance have affect duty performance (task performance, innovative performance), the consequent factor. Second is to verify control effect of working attitude between antecedent factor and duty performance (self efficacy, job motivation). The research model of them is as below.






<Research Model>H1



Working Attitude

Self Efficacy
Job Motivation H2Duty PerformanceTask Performance
Innovative performanceAntecedent FactorFairness in Personnel Selection
Target Immersion
Job Characteristics


A summary of the study is as follows.
First, the study failed to derive statistical significance for the effect on task performance by fairness in personnel selection(interactive fairness, distribution fairness, process fairness). However it was proven that the fairness in personnel selection had positive effect on innovative performance.
Second, in a relationship between target immersion and task performance, the target immersion positively affect the task performance at a level of p<0.1.
Third, for the relation of the job characteristics and task performance, the job characteristics (vision realization/social acknowledgement, job importance, result availability, process efficiency) were positively related to the both task performance and innovative performance.
Fourth, the control model of self-efficacy between fairness in personnel selection (interactive fairness, distribution fairness, process fairness) and innovative performances was turned out that all low-level components of fairness in personnel selection had no statistical significance. However in a control model of self-efficacy between fairness in personnel selection and task performance, it proved the control effect of self-efficacy between task performance and process fairness, one of low-level components of fairness in personnel selection.
Fifth, the verification of control effect of self-efficacy between target immersion and duty performance (innovative performance, task performance) showed that there is control effect of self-efficacy between target immersion and innovative performance.
Sixth, in verification of control effect of self-efficacy between job characteristics (vision realization/social acknowledgement, job importance, result availability, process efficiency) and innovative performance, the self-efficacy between process efficiency, one of low-level components of job characteristics and innovative performance showed control effect. Also, for the verification of control effect of self-efficacy between job characteristics (vision realization/social acknowledgement, job importance, result availability, process efficiency) and task performance, two factors of low-level components of job characteristics, vision realization/social acknowledgement and result availability showed its control effect of self-efficacy.
Seventh, with reference to control effect of job motivation between fairness in personnel selection and innovative performance, distribution fairness made an attenuated form of control effect of job motivation in a relation with innovative performance. As for the control effect of job motivation between fairness in personnel selection and task performance, distribution fairness and process fairness were known to be controlled by job motivation.
Eighth, the control effect of job motivation between target immersion and duty performance (between innovative performance and task performance), all had no statistical significance.
Ninth, in terms of control effect of job motivation between job characteristics (vision realization/social acknowledgement, job importance, result availability, process efficiency) and duty performance (innovative performance, task performance), all factors of job characteristics had no statistical significance for innovative performance. On the other hand, in task performance, the result availability, one of low-level components of job characteristics was proven to be controlled by job motivation.
The results of this study provide some academic and practical suggestions.
As for the academic suggestion, most study results are similar to those of preceding researches (Lind and Typer (1988), Singer (1992), Korsgaard & Robertson (1995), Williams (1999) etc.) and supporting the explanation that high consciousness of process fairness among fairness in personnel selection is the important final element of attitude and behavior.
Target immersion is also backing the result that this study results like those of preceding research influence on members’ duty performances in a way that individual’s target works on his or her action motive as a direct factor. Therefore target immersion can play an important role in enhancing attitude and behavior of organization members’.
The job characteristics have high explanation effect in relation with duty performance and it has proven that job characteristics are the parameters to be importantly considered as leading parameters. Especially, vision realization and social acknowledgement have high regression coefficient to explain task performance, showing that they are parameters to be importantly considered in task performance.
The suggestion of practical side is as follows.
First, it presents the change of personnel management system to increase job performance for efficiency of public servants and innovative action for pliability and direction of reorganization to increase quality of working.
Second, various education and training system should be established to improve work performance ability so that public servants can have affirmative values of their abilities to perform works. To this end, training program focused on strengthening capability should be introduced. In order to introduce capability-strengthening program, it is urgent to derive common capability of officials’ organization and core capability based on official’s duty.
For that purpose, basic job training, further training by duty and core professional education should be carried out. In addition, training method needs to be diversified and it is required to have 360 degree review on compulsory-learning system (allowing mandatory training time by position), private consignment training system, in-house training and revitalization of learning system and introduce them.

목차 (Table of Contents)

• I. 서 론 1
• 1. 연구의 배경 및 목적 1
• 2. 연구 방법 3
• 3. 논문의 구성체계 4
• II. 이론적 배경 5
• 1. 직무수행의 선행요인 5
• 1) 인사공정성의 개념 및 연구동향 5
• 2) 목표몰입의 개념 및 연구동향 8
• 3) 직무특성의 개념 및 연구동향 10
• 2. 직무수행의 조절요인 13
• 1) 자기효능감 13
• 2) 직무동기 20
• 3. 직무수행 21
• 1) 과업수행 21
• 2) 혁신수행 22
• III. 연구설계 29
• 1. 연구모형 설계 29
• 2. 연구가설의 설정 30
• 1) 직무수행의 선행요인과 직무수행의 관계 31
• 2) 자기효능감 및 직무동기의 조절효과 34
• 3. 변수의 정의 및 자료조사 방법 36
• 1) 변수의 정의 36
• 2) 설문의 구성 및 조사방법 39
• IV. 실증연구 42
• 1. 변수에 대한 신뢰성 및 타당성 검증 42
• 2. 기술통계 분석 47
• 1) 연구 표본의 일반적 특성 47
• 2) 연구변수의 상관관계 분석 49
• 3. 연구가설의 검증 및 분석 50
• 1) 인사공정성과 직무수행의 관계 50
• 2) 목표몰입과 직무수행의 관계 52
• 3) 직무특성과 직무수행의 관계 54
• 4) 인사공정성과 직무수행간 자기효능감의 조절효과 55
• 5) 목표몰입과 직무수행간 자기효능감의 조절효과 61
• 6) 직무특성과 직무수행간 자기효능감의 조절효과 63
• 7) 인사공정성과 직무수행간 직무동기의 조절효과 68
• 8) 목표몰입과 직무수행간 직무동기의 조절효과 73
• 9) 직무특성과 직무수행간 직무동기의 조절효과 74
• V. 결론 및 시사점 77
• 1. 연구의 요약 및 시사점 77
• 2. 연구의 한계 및 향후 연구과제 81
• 참고문헌 82
• 설 문 지 94