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직무만족, 조직몰입, 성과, 이직의도 간의 관련성 - 문헌고찰 및 메타분석 : 직무만족, 조직몰입, 성과, 이직의도 간의 관련성
오인수(In-Sue Oh),김광현(Kwanghyun Kim),Todd C. Darnold, 황종오(Jong-Oh Hwang),유태용(Tae-Yong Yoo),박영아(Young-Ah Park),박량희(Lyang Hee Park) 한국인사ㆍ조직학회 2007 인사조직연구 Vol.15 No.4
국내 종업원을 대상으로 수행된 작업태도(직무만족, 조직몰입), 성과, 그리고 이직의 도간의 관련성에 관한 개별연구가 상당수 축적되었음에도 불구하고, 이들 변수 간의 관련성에 관한 체계적 메타분석은 아직 이루어지지 않고 있다. 이런 현실에 비추어, 본 연구에서는 국내·외 학술지에 게재된 국내 종업원을 대상으로 한 49개의 개별연구를 토대로 작업태도(직무만족, 조직몰입), 성과, 그리고 이직의도 간의 관련성에 관한 메타분석(Hunter & Schmidt, 2004)을 수행하여 그 관계의 강도를 추정하였다. 분석결과에 따르면, 진점수 상관으로 볼 때 직무만족과 조직몰입(.76), 직무만족과 성과(.38), 조직몰입과 성과 간에 정적인 관련성(.52)이 있었으며, 80% 확신구간(credibility interval)을 검토할 때 이상의 변수들간의 정적인 관련성이 일반화되는 것으로 나타났다. 반면, 직무만족, 조직몰입, 성과는 각각 이직의도와 부적인 관련성(-.39, -.61, -.16)을 보였으며, 80% 확신구간을 검토할 때 이러한 변수들간의 부적인 관련성도 일반화되는 것으로 나타났다. 이러한 결과는 몇 가지 흥미로운 차이점이 있지만 대체적으로 북미 지역에서 수행된 기존의 메타분석(Griffeth, Hom, & Gaertner, 2000; Tett & Meyer, 1993)의 결과와 유사함을 보여준다. 또한 이는 국내 표본에 대해서도 작업태도, 성과, 이직의도와 관련하여 동일한 이론이 적용될 수 있음을 간접적으로 보여준다. 마지막으로 본 연구의 비교문화적 시사점, 연구 기여점 및 제한점을 논의하였다. Many primary studies have examined the relationships among work-related attitudes, performance, and turnover intentions using Korean employee samples. Yet none has attempted to clarify the literature through meta-analytic integration. This is unfortunate given that such work-related attitudes and behaviors are variables of interest for both scholars in the organizational sciences and practitioners. A meta-analytic review, such as the one presented here, can provide more useful and organized information on the relationships among these variables by correcting for the distorting effects of sampling and measurement error often found in primary studies. Accordingly, the main objective of this study is to investigate the strength of the relationships among job satisfaction, organizational commitment, performance, and turnover intentions among Korean employees using meta-analytic techniques. Second, this study investigates whether measurement foci (type) moderates the strength of variable relationships (e.g., global vs. facet job satisfaction, overall vs. affective organizational commitment, and task vs. contextual performance). Third, we compare our results with those from North American-based samples. By examining how the strength among these important variables differs between Korean and North American employees, we provide suggestions for future research. An extensive literature search of Korean and international journals in management and related disciplines - industrial and organizational psychology, public administration - was conducted to identify published empirical studies based on Korean employees. In order to maintain the quality of the current meta-analysis we set three inclusion criteria. First, we excluded unpublished papers (e.g., conference papers and dissertations). Second, a study was required to contain at least two out of the four designated variables - job satisfaction, organizational commitment, performance, turnover intention. Finally, we included a paper if it addressed any dimension of job performance, including overall, task, contextual, counterproductive, and adaptive performance. This literature search yielded 49 independent samples for the current meta-analysis. Three of the coauthors coded the collected studies and the inter-rater agreement among them was high (97%). We held a meeting to resolve remaining discrepancies. The meta-analysis was conducted based on Hunter-Schmidt"s (2004) random effects model. Results are as follows. First, the true-score correlation between job satisfaction and organizational commitment is .76 (k = 28, N = 14,003). Although the difference is not dramatic, when correlating overall job satisfaction to overall organizational commitment (.79, k = 9, N = 7,034) the true-score correlation is somewhat stronger than when correlating facet job satisfaction and affective organizational commitment (.70, k = 8, N = 3,304). Second, the true-score correlation between job satisfaction and turnover is -.39 (k = 22, N = 47,003). However, it was found that the measurement type of job satisfaction moderates the strength of this relationship. Specifically, we found that the true-score correlation in the overall job satisfaction and turnover relationship (-.67, k = 9, N = 3,366) is almost double that for the facet job satisfaction and turnover intention relationship (-.37, k = 13, N = 43,637). Third, for the organizational commitment and turnover intention relationship, the true-score correlation is -.61 (k = 20, N = 76,833). Although the difference is marginal, the correlation is greater between overall organizational commitment and turnover intention (-.66, k = 9, N = 3,135) than the relationship between affective organizational commitment to turnover intention (-.56, k = 11, N = 4,548). Fourth, the true-score correlation between job satisfaction and performance is .38 (k = 22, N = 46,503), while the true score relations
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