생활시설의 조직문화와 사회복지사의 능력강화가 조직 유효성에 미치는 영향 = (The)impact of organizational culture and social workers' empowerment on the efficiency in social work institution

국문 초록 (Abstract)

본 연구는 사회복지생활시설의 조직문화와 사회복지사의 능력강화가 조직유효성에 미치는 영향을 파악하여 사회복지생활시설의 효율적 운영을 위한 실천방안을 제시할 목적으로 사회복지생활시설에서 근무하는 사회복지사 587명을 대상으로 조사, 분석하여 고찰한 결과 다음과 같은 결론을 얻었다.
사회복지생활시설의 조직문화는 집단문화가 가장 높고, 사회복지사의 능력강화는 자기통제가 가장 높게 나타났고, 조직유효성은 직무성과가 가장 높게 나타났다. 또한 사회복지생활시설의 조직문화와 사회복지사의 능력강화는 조직유효성과 정적인 상관관계가 있으며, 조직문화 중 집단문화와 개발문화가 전체 조직의 유효성에 영향을 미치는 것으로 나타났고, 위계문화가 조직의 유효성 중 직무만족, 조직몰입 및 직무긴장에 영향을 미치는 것으로 나타났다.
사회복지사의 능력강화는 전반적으로 조직의 유효성에 영향을 미치는 것으로 나타났고, 사회복지사의 능력강화 요인 중 자아존중은 직무만족과 직무긴장에, 자기통제와 대인통제는 직무만족, 조직몰입 및 직무성과에, 기능의 다양성은 직무만족, 조직몰입 및 직무긴장에, 과업정체성은 직무만족, 직무성과 및 직무긴장에, 피드백과 보상은 직무만족, 조직몰입, 직무성과 및 직무긴장에 영향을 미치는 것으로 나타났다.
이러한 결과를 기초로 사회복지생활시설의 조직유효성을 위한 실천방안을 제시하면 사회복지사의 업무향상과 자기발전을 위한 직원개발의 기회를 확대·실시하여야 할 것이다. 둘째, 사회복지사의 생각과 의견을 개방적으로 수렴할 수 있는 의사결정창구와 통로를 확대하여야 할 것이다. 셋째, 조직의 효율성을 기하기 위하여 공정하고 물리적·정서적 보상제도의 확충을 통한 사회복지사의 능력강화를 하여야 할 것이다. 넷째, 사회복지행정부처는 책임자를 대상으로 지도력개발을 위한 변화하는 시설환경과 새로운 제도에 대한 교육을 실시하여야 한다. 끝으로 사회복지생활시설의 조직유효성을 위한 실천은 생활시설 고유의 조직문화 유형에 관한 구체적인 연구를 통하여 능력강화에 대한 실천모형이 개발되어야만 조직의 유효성을 향상시킬 수 있는 다양한 접근체계를 확립할 수 있을 것이다.

다국어 초록 (Multilingual Abstract)

The purpose of this study is to examine how the organizational culture of social work institutions. And empowerment of social workers influence the efficiency of the organization. Furthermore, this study explores practical implications for efficient management of social work institutions. Through investigating and analyzing 587 social workers, who are currently by social work institutions, the followings have been found:
First, the most representative organizational culture in social work institutions appears to be collective. Cultures of hierarchy, rationalism, and development follow collective culture in order of their frequency.
Second, social workers are found to be most empowered by self-control. As other influential factors of empowerment, functional diversity, interpersonal control, feedback, self-esteem, and professional identity are listed in order of their importance.
Third, efficiency of organization appears to be best increased by effectiveness, then comes devotion to organization, satisfaction of profession, and pressures of task, in that order.
Fourth, regarding organizational cultures of a social work institution, the status of females is higher than males in terms of the culture of hierarchy. As for the empowerment of social workers, females are higher than females in reward; but there is no difference in efficiency of organization between male and female.
Fifth, organizational cultures and empowerment in a social work institution appears 세 be in proportion to year of age; while efficiency of organization is found to have no relation to age.
Sixth, with regard to organizational cultures in a social work institution, collective culture and developmental culture are more represented in administrators than in fieldworkers; while hierarchical culture is more represented in fieldworkers than in administrators. With regard to empowerment of social worker, interpersonal control, feedback, and reward are more represented in administrators than in fieldworkers. With regard to efficiency of organization, professional satisfaction, devotion to organization, and professional achievement are more represented in administrators than in fieldworkers; while fieldworkers are more represented in pressure of tasks than administrators.
Seventh, organizational cultures in social work institution and empowerment of social workers appear to have positive correlation to efficiency of organization.
Eighth, regarding organizational cultures in a social work institution, it is found that collective culture and developmental culture influence professional satisfaction, devotion to organization, and pressure of tasks in terms of efficiency of organization.
Ninth, empowerment of social workers is, overall, found to impact the efficiency of the organization. In particular, self-esteem has an effect on professional satisfaction and pressure of tasks; self-control and interpersonal control influences professional satisfaction, devotion to organization, and professional achievement; functional diversity influence professional satisfaction, devotion to organization and pressure of tasks; professional identity influence professional satisfaction, professional achievement, and pressure of tasks.
Based on the findings above, the following practical implications in crease the efficiency of social work institution are derived:
First, opportunities for social workers to enhance self-growth and improve achievement should be given and further, increased. There are currently few program that help employers to acquire updated knowledge or tools in a social work institution. Besides, in that most program such as special speeches or workshops are organized by outside sources, it is of significance that the potential of an individual must be drawn by implementation of employer development program within a social work institution,
Second, a pathway for communication, which positively undertakes ideas and opinions of social workers in making decision for an organization, should be enlarged. In that social workers are ultimately empowered by self-decision or self-control, a social work institution must be equipped with this organizational feature of open communication.
Third, to enhance the efficiency of organization, social work institutions should empower social workers by providing equitable rewards in both material and affective aspects.
Fourth, the authorities of social welfare administrations should implement educational program through which supervisors of social institutions are able to develop leadership. The program must include training of strategies for interpersonal relationships and self-empowerment, as well as education about the constantly changing environment and latest policies of the social work institution.
Finally, when a practical model for empowerment is developed through empirical studies of idiosyncratic organizational cultures, diverse approaches to in crease the efficiency of a social work institution would be further systemized.

목차 (Table of Contents)

• 목차 = ⅰ
• Ⅰ. 서론 = 1
• 1. 문제제기 = 1
• 2. 연구의 의의 및 목적 = 3
• 3. 연구의 범위 및 제한점 = 5
• Ⅱ. 이론적 배경 = 6
• 1. 선행연구동향 = 6
• 2. 조직문화의 유형 = 9
• 3. 능력강화의 요인 = 17
• 4. 사회복지조직의 유효성 = 23
• 5. 조직문화, 능력강화 및 조직유효성과의 관계 = 38
• Ⅲ. 연구방법 = 42
• 1. 연구설계 = 42
• 2. 조사대상 = 43
• 3. 조사도구 = 43
• 4. 자료수집 = 46
• 5. 자료분석방법 = 47
• Ⅳ. 조사결과 및 분석 = 48
• 1. 조사대상자의 일반적 특성 = 48
• 2. 일반적 특성에 따른 조직문화, 능력강화 및 조직유효성 = 50
• 3. 조직문화가 조직유효성에 미치는 영향 = 64
• 4. 사회복지사의 능력강화가 조직유효성에 미치는 영향 = 69
• Ⅴ. 고찰 = 75
• 1. 일반적 특성에 따른 조직문화, 능력강화 및 조직유효성 = 75
• 2. 조직문화가 조직유효성에 미치는 영향 = 77
• 3. 사회복지사의 능력강화가 조직유효성에 미치는 영향 = 77
• 4. 생활시설 조직유효성을 위한 실천방안 = 79
• Ⅵ. 결론 = 84
• 참고문헌 = 86
• Abstract = 107
• 부록 = 110