警察組織內 커뮤니케이션이 職務滿足에 미치는 影響에 관한 연구 = (A) Study on the effect of communication on job satisfaction in police organizations

다국어 초록 (Multilingual Abstract)

Purpose of the study
Communication is an important and essential tool in organization activities. Without it, organizations can not sustainably grow because communication is the beginning of all functions in organizations.
To better accomplish the objective of an organization, each member of an organization is required to satisfy his or her job. The prerequisite is smooth communication among the members of an organization.
As in other modern organizations, the objective of police organization is accomplished by its members. Because police forces physical safety issue and their job satisfaction is highly correlated with the establishment of well-functioning communication system.
This study is aimed at finding out what communication scheme(type and satisfaction) within a police organization influences on job satisfaction, and how communication and job satisfaction are influenced by various obstacles.
Methodology
For the purpose of accomplishing this thesis, literature review and demonstrative analysis are combined together.
In the literature survey which examines the theoretical foundation of previous studies, in particular, a variety of existing domestic and international literature on communication and job satisfaction in the context of organizational theory are examined.
Second, an opinion survey of 900 policemen with a rank from officer to superintendent who work in police boxes, police stations, provincial·national police agencies, and riot police units was conducted. 827 of questionnaires collected were used for analysis.
A SPSSWIN 10.0 program was used for computation, and factor analysis, reliability analysis, correlation analysis, multiple regression analysis, and ANOVA were conducted.
Findings
The main findings of the study is as follows;
(1) for in terms of communication satisfaction within police organizations, it is found that lower-level officers(3.19), satisfaction at personal(job accomplishment) feedback(3.04), and satisfaction among colleague(3.02) in order, showing the least satisfaction at organization prospects(2.39).
(2) demographically, the higher the rank and the longer the police career, the higher the communication satisfaction was.
(3) it is found that the job satisfaction of police is more than the average compared to that of military organizations(3.58) and securities companies(3.53).
(4) for communication style, top-down and informal communication schemes are mainly used in police organizations, whereas horizontal and bottom-up ones relatively decreased.
(5) for communication style by demographic elements, those with higher ranks tend to favor horizontal communication more, while those with lower ranks more tend to do top-down, informal, and bottom-up communications.
(6) for relationship of communication style and job satisfaction, positive(+) relation is found in bottom-up(r=.296), horizontal(r=.253), and informal(r=.132), while negative(-) relation in top-down(r=-.092).
(7) for the relationship of communication and job satisfactions, positive(+) correlation is found in all the 8 variables such as communication with lower level officers, inter-colleague communication, personal(job accomplishment) feedback, communication climate, communication with higher level officers, media property, organization integrity, and organization prospects. Above all, job satisfaction is influenced by personal feedback(r=3.84), communication with higher level officers (r=.373), and communication climate(r=.348).
(8) for communication obstacles, it is found that organization environment-related, information giver-and receiver-related obstacles were severe in that order. So it suggests that obstacles are largely found in organization environment such as excessive information, organization rigidity, formality of reports, time pressure, and stress on command system.
(9) for obstacles related to information giver and receivers, those with lower rank tend to respond positively. It results from that those with lower level do not communicate with higher level officers on equal footing and have unilateral and instructional communication in police organizations.
(10) for the effect of communication style on communication obstacles, it is found that 23.4% accounts for obstacles related to information giver, that 17.3% for obstacles related to information receiver, and that 12.4% for organization environmental obstacles.
(11) for the effect of communication obstacles on communication style and job satisfaction, it is found that bottom-up communication and job satisfaction is significantly influenced by giver-related obstacles, that top-down communication and job satisfaction does by receiver-related obstacles, and that top-down and horizontal communication and job satisfaction does by organization environmental obstacles.
(12) for the effect of communication obstacles on communication style and job satisfaction, Information giver-related, receiver-related, and organization environmental related obstacles are found to have significant influence on communication and job satisfaction.
Conclusion
Based on the results that communication(style and satisfaction) influences job satisfaction and that communication obstacles have significant influence on communication(style and satisfaction) and job satisfaction. It was found that the job satisfaction of police members and the productivity and effectiveness of police organizations would be enhanced by having rational communication systems and by eliminating communication obstacles in police organizations.
To make rational communication systems and remove its obstacles within police organizations, we suggest the followings.
First, top-down communication has negative(-) influence on job satisfaction, which implies that bottom-up and horizontal communications need to be proactively pursued. Also, informal communication, having both positive and negative effects, needs to be systematically approached, focusing on positive aspects.
Second, since job satisfaction is largely influenced by those personal(job accomplishment) feedback, communication with higher level officers, and communication climate, it is necessary to shift organization environment progressively. For example, such programs should include informing police members of their job accomplishment, higher officers listening to listen lower officers' opinion, and executing more open communication and leadership based on Y theories.
Third, to remove communicative obstacles, the police force needs to eliminate excessive information gatherings, organization rigidity, formality of report, time pressure, and stress on command system. In addition, it requires to enhance the-open-door-policy such as making organization environment more transparent and open, encouraging communication with lower officers.
Finally, in order to pursue more active communication with in police organizations, it is essential that it needs to conduct more studies on organizational communication, and that managers require to increase awareness on the importance of communication skills, and that training being provided to all the members of the police. When the systematic and consistent implementation of these schemes is realized, the job satisfaction of police members will increase along with job accomplishment, and the goal of the police force would be accomplished more effectively.

목차 (Table of Contents)

• 목차 = i
• 제1장 서론 = 1
• 제1절 연구의 목적 = 1
• 제2절 연구의 범위 및 방법 = 6
• 1. 연구의 범위 = 6
• 2. 연구의 방법 = 8
• 제2장 연구의 이론적 배경 = 11
• 제1절 커뮤니케이션의 개념 = 11
• 1. 조직커뮤니케이션의 정의 = 11
• 2. 커뮤니케이션의 과정 및 유형 = 15
• 3. 커뮤니케이션 만족 = 28
• 제2절 조직이론 변천에 따른 커뮤니케이션의 성격변화 = 34
• 1. 관료주의 이론과 커뮤니케이션 = 35
• 2. 인간관계론과 커뮤니케이션 = 36
• 3. 체계이론과 커뮤니케이션 = 39
• 4. 이론적 틀 = 41
• 제3절 경찰조직 커뮤니케이션의 특수성 = 43
• 1. 경찰조직의 특수성 = 43
• 2. 경찰조직 커뮤니케이션의 특수성 = 50
• 3. 경찰조직 커뮤니케이션의 장애요인 = 55
• 제4절 직무만족 개관 = 61
• 1. 직무만족(job-satisfaction)의 개념 = 61
• 2. 직무만족의 결정요인 = 64
• 제5절 선행연구의 검토 = 73
• 제3장 조사결과의 분석 및 논의 = 86
• 제1절 조사의 설계 = 86
• 1. 연구분석의 틀 = 86
• 2. 가설의 설정 = 89
• 3. 변수의 조작적 정의 = 92
• 4. 조사 및 분석방법 = 94
• 제2절 조사결과의 분석 = 109
• 1. 인구통계학적 특성에 따른 커뮤니케이션 유형·만족도 차이 및 직무만족도 분석 = 109
• 2. 커뮤니케이션 유형과 직무만족도간의 관계(가설 3) = 124
• 3. 커뮤니케이션 만족도와 직무만족도간의 관계(가설 4) = 126
• 4. 커뮤니케이션 장애요인 분석 = 128
• 제3절 가설의 검증 결과 = 153
• 제4절 조사결과의 논의 = 154
• 제4장 경찰조직내 커뮤니케이션 개선방안 = 163
• 제1절 조직분위기의 전환 = 163
• 제2절 커뮤니케이션 경로의 합리화와 피드백의 강화 = 165
• 제3절 하향·비공식 커뮤니케이션의 적절한 통제와 상향· 수평적 커뮤니케이션의 활성화 = 166
• 1. 하향적 커뮤니케이션의 적절한 통제 = 167
• 2. 역기능적 비공식 커뮤니케이션의 적절한 통제 = 168
• 3. 상향적 커뮤니케이션의 활성화 = 169
• 4. 수평적 커뮤니케이션의 활성화 = 173
• 제4절 매체의 적절한 선택 및 컴퓨터 통신시스템의 활용 = 177
• 1. 효과적인 커뮤니케이션 매체의 선택 = 177
• 2. 컴퓨터 통신시스템의 적극 활용 = 179
• 제5절 커뮤니케이션 기법의 개발 = 183
• 1. 전달자 관련 커뮤니케이션 기법개선 = 184
• 2. 수신자 관련 커뮤니케이션 기법개선 = 185
• 제6절 조직성원에 대한 적절한 동기부여 = 187
• 제5장 결론 = 188
• 참고문헌 = 197
• ABSTRACT = 208
• 부록 = 214
• 1. 설문지 = 214
• 2. 인구통계학적 특성에 따른 커뮤니케이션 만족도 차이 분석표 = 224
• 3. 인구통계학적 특성에 따른 커뮤니케이션 장애요인 차이 분석표 = 232