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조직지원인식과 상사지원인식 일치 정도가 혁신행동에 미치는 영향과 조직 및 팀 재직기간의 조절역할
제갈란 ( Lan Jegal ),김학수 ( Hack-soo Kim ) 한국생산성학회 2021 生産性論集 Vol.35 No.4
The innovative behavior can serve as a source of sustainable competitive advantage. The various antecedent factors that improve innovative behavior have been identified in previous studies. And what is important for innovative behavior is a friendly and supportive organization environment and employees' perception of it. This study verified that perceived organizational support and perceived supervisor support are the leading influencing factors of innovative behavior. Meanwhile, some argued that congruence between perceived organizational support and perceived supervisor support from different sources is important. However, there are not enough studies on the effect of congruence between perceived organizational support and perceived supervisor support. Also, the effect of congruence between perceived organizational support and perceived supervisor support may differ depending on the tenure of the employees perceiving this. Based on the social exchange theory developed by the balance theory, as employees with long-term organization tenure, team tenure had a higher level of knowledge and experience, the effect of congruence between perceived organizational support and perceived supervisor support on innovative behavior worked more effectively. Based on data collected from 207 employees, this study empirically analyzed the effect of congruence between perceived organizational support and perceived supervisor support on innovative behavior, and the moderating effect of tenure in organization and team. The analysis results showed that the more congruence between perceived organizational support and perceived supervisor support, the higher the innovative behavior and that the more congruence between perceived organizational support and perceived supervisor support at a higher level, the higher the innovative behavior. Also the analysis results showed that the effect of congruence between perceived organizational support and perceived supervisor support on innovative behavior, had significantly moderating effect of organization tenure. But contrary to the hypothesis, the analysis results showed that in the case of a shorter organization tenure, the more congruence between perceived organizational support and perceived supervisor support, the more innovative behavior was, and the more congruence between perceived organizational support and perceived supervisor support coincided at a high level, the more innovative behavior increased. And the analysis results showed that in the case of a long organization tenure, the more congruence between perceived organizational support and perceived supervisor support coincided at a high level, the more innovative behavior increased. First, in order to improve innovative behavior, this study provides two solutions for congruence of perceived organizational support and perceived supervisor support. The first solution may ensure emotional-cognitive consistency through the congruence between perceived organizational support and perceived supervisor support of organizational members. In addition, since the supervisor acts as an agent of the organization, organizational members can perceive organizational support through the supervisor. Therefore, perceived supervisor support may have more influence than perceived organizational support. The second solution is that focusing on perceived supervisor support may be effectual when facing the problem of choice. Second, this study verified which situation can strengthen the innovative behavior of organizational members with the congruence between perceived organizational support and perceived supervisor support. This study showed that a high degree of congruence between perceived organizational support and perceived supervisor support improves innovative behavior of organizational members with short organizational tenure. Therefore, organizations and leaders need to make organizational members with short organizational tenure recognize the congruence between perceived organizational support and perceived supervisor support improves innovative behavior. But, it is still effective for the organizational members who have a long organizational tenure. As for organizational members who have a long organizational tenure, the higher innovative behavior can be observed when perceived organizational support and perceived supervisor support are achieved at a high level. Based on these research results, this study suggested the future research directions.
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지원적 조직환경과 혁신행동 간의 관계에서 정서적 몰입의 매개효과 연구
제갈란(Jegal Lan),김학수(Kim Hack Soo) 한국인적자원관리학회 2017 인적자원관리연구 Vol.24 No.4
본 연구는 지원적 조직환경인 조직지원인식, 상사지원인식과 혁신행동 간의 관계에서 정서적 몰입의 매개효과를 검증하였고, 정서적 몰입에 대한 조직지원인식과 상사지원인식의 상호작용효과를 실증 분석하였다. 조직구성원 221명을 대상으로 분석한 결과를 보면, 첫째, 지원적 조직환경인 조직지원인식, 상사지원인식은 정서적 몰입에 정(+)적인 영향을 주는 것으로 나타났고, 정서적 몰입은 혁신행동에 정(+)적인 영향을 주는 것으로 나타났다. 둘째, 지원적 조직환경인 조직지원인식, 상사지원인식과 혁신행동 간의 관계에서 정서적 몰입은 매개역할을 하는 것으로 나타났고, 구체적으로 보면 조직지원인식은 혁신행동에 직접적인 영향을 줄 뿐만 아니라, 조직지원인식은 정서적 몰입을 통하여 혁신행동에 간접적인 영향을 주는 것으로 나타났다. 그리고 상사지원인식은 정서적 몰입을 통해서만 혁신행동에 간접적인 영향을 주는 것으로 나타났다. 셋째, 조직지원인식과 상사지원인식의 상호작용은 정서적 몰입에 정(+)적인 영향을 주는 것으로 나타났고, 구체적으로 보면 정서적 몰입에 대한 조직지원인식과 상사지원인식의 긍정적인 시너지 효과가 있는 것으로 나타났다. 이러한 분석결과가 함의하는 경영학적 시사점과 함께, 연구의 한계점 및 향후 연구방향이 논의되었다. The purpose of this study is to identify the mediating effects of affective commitment in the relationship between supportive organizational environment, such as perceived organizational support, perceived supervisor support, and innovative behavior, and empirically analyze the interactive effect of perceived organizational support and perceived supervisor support on affective commitment. Data were collected from the sample of 221 employees. As a result of a hierarchical regression analysis to confirm effects, perceived organizational support, perceived supervisor support had a positive effect on affective commitment. It was found that affective commitment had a positive effect on innovative behavior. Also, it was found that affective commitment had a mediating effect in the relationship between perceived organizational support, perceived supervisor support and innovative behavior. Specifically, perceived organizational support had a direct effect on innovative behavior, and perceived organizational support had an indirect effect on innovative behavior through the affective commitment. But, perceived supervisor support only had an indirect effect on innovative behavior through the affective commitment. Finally, it was found that interactive effect of perceived organizational support and perceived supervisor support had a synergy effect on affective commitment. The limitations of this study and directions for the future research were discussed with the business administration implications implied by this analysis result.
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