성별 다양성이 의사결정효율성에 미치는 영향에 관한 연구: 공유멘탈모형의 수렴 메커니즘을 중심으로

김문주 ( Moon-joo Kim ) 한국생산성학회 2016 生産性論集 Vol.30 No.4

This study investigates the effect of gender diversity on decision-making effectiveness and the moderating role of shared mental model through multi-level analysis. In recent years, many organizations tend to be more diverse in terms of age, tenure, nationality, educational background, functional background, and so forth. Especially the increase in gender diversity in Korean workforce has indeed become the inevitable reality. However, many diversity researchers have analyzed the effect of gender diversity on a team characteristics at the group level and have tried to find mediating and moderating variables in order to verify contrasting results. This research adopts relational demography perspective and focuses on how differences between team members` gender affect outcomes. In this vein, this study examines how gender diversity at individual level affects decision-making effectiveness and also proposes the moderation effect of gender diversity convergence mechanism on decision-making effectiveness, which is mobilized by shared mental model. The shared mental model may enhance team members` coordination and effectiveness in performing tasks that are complex and unpredictable and also make team members to share team`s objective which helps solving various kinds of problem. Team members who share similar task knowledge and teamwork can anticipate each other`s responses and coordinate effectively which means shared mental model may play the convergence mechanism enough to override the negative effect of gender diversity. The data was collected from semiconductor manufacturer, bank, and public enterprise and 346 questionnaires and 84 teams were finally used for the data analysis of the hierarchical linear model. Consistent with the predictions, the result indicates that gender diversity has a negative effect on decision -making effectiveness. However, team`s shared mental model at group level plays a critical moderating role to mitigate the negative effect of gender diversity. In conclusion, we need to understand and clarify various convergent mechanism which can mitigate the negative effect of diversity. Even though diversity might have positive potential in a long-term, it would not be easy to utilize diversity effectively in the workplace until we can address the mechanism of it correctly. I also discuss the theoretical and managerial implication of findings in details.

Gender Diversity and Public Employees' Satisfaction and Performance: The Importance of Personnel Policies for Gender Equality in the Korean Government

( Dongyoen Kang ),( Jung Ah (claire) Yun ),( Pan Suk Kim ) 한국정책학회 2019 International Journal of Policy Studies Vol.10 No.2

Based on the mixed effect of diversity on organizational performance and wellbeing of employees, the present study discussed the importance of diversity management for reducing challenges related to diversity in organizations. This study examined the effect of gender diversity on satisfaction by examining survey data derived from Korean public employees. The survey results reveal that compared to their male counterparts, female employees experience increased satisfaction, and managerial factors, such as leadership, participation, recognition, and pay satisfaction, are positively associated with job satisfaction. To examine the effect of gender diversity, this study constructed a gender diversity index as a proxy for gender-neutral and female- or male-dominated workplaces. The findings suggest that although gender diversity is negatively associated with job satisfaction, high organizational commitment moderates the negative effect of gender diversity on job satisfaction. Moreover, the results show that the negative association between gender diversity and job performance is not significant.

성별다양성이 한국 사무직 근로자의 이직에 미치는 영향

양동훈(Dong Hoon Yang),최형준(Hyung Jun Choi) 한국인적자원관리학회 2023 인적자원관리연구 Vol.30 No.1

본 연구는 성별다양성이 남성과 여성의 자발적 이직에 미치는 영향을 조사하였다. 본 연구는 성별다양성을 Blau 지수로 정의하고 남성과 여성의 자발적 이직에 미치는 영향을 확인하였다. 한국노동연구원의 사업체 패널 자료 2007년에서 2013년까지 중 4개년치의 자료를 이용하여 사무직종 중심의 사업장 중 남성 구성원이 여성 구성원보다 많은 사업장만을 대상으로 패널분석을 실시하였다. 연구 결과에 의하면 성별다양성은 남성의 자발적 이직에 유의한 정(+)적 영향을 미쳤으며, 여성의 자발적 이직에는 유의한 부( - )적 영향을 미쳤다. 성별다양성의 증가로 인해 기존 주류집단이었던 남성 구성원들의 유사성과 매력이 감소하였기 때문에 남성의 자발적 이직은 증가했을 것으로 판단된다. 또한 성별다양성의 증가는 소수집단이 차별받지 않고 일할 환경을 형성하고 조직에 대한 신뢰와 만족감을 증가시키기 때문에 여성의 자발적 이직을 감소시켰을 것이다. 이는 주류집단이 남성인 조직에서 성별다양성의 증가가 여성 집단과 남성 집단의 이직률에 다른 영향을 미치는 것을 보여주는 결과이다. 또한 최초 지배 성별을 고려하는 것과 고려하지 않는 것의 결과 차이를 비교해보기 위해 추가분석을 실시하였다. 주요 직종이 사무직종인 모든 사업장을 대상으로 성별다양성이 남성과 여성의 자발적 이직에 미치는 영향을 검증하였다. 성별다양성은 남성의 자발적 이직에 유의한 영향을 미치지 않는 것으로 나타났으며, 여성의 자발적 이직에는 유의한 영향을 미치는 것으로 나타났다. 즉, 최초 지배 성별을 고려하는 것과 고려하지 않는 것은 결과에 차이가 있었다. 이러한 결과들은 최초 지배 성별을 구분하여 성별다양성 연구를 진행해야 함을 시사한다. 후속 연구에서는 최신 데이터를 포함한 종단 자료를 활용하여, 다양한 업종과 직종을 대상으로 성별다양성이 남성과 여성의 자발적 이직에 미치는 차별적인 영향을 분석하는 시도가 필요할 것으로 판단된다. This study is to find the effect of gender diversity on the voluntary turnover of men and women. In this study, gender diversity is measured by the Blau index to confirm its effect on the voluntary turnover of men and women. Panel analysis was conducted only for the workplace which has more male office workers than female ones using four years of Workplace Panel Survey data from the Korea Labor Institute from 2007 to 2013. According to the result of the research, gender diversity caused a meaningful positive effect on the voluntary turnover of men and a meaningful negative effect on the voluntary turnover of women. It is thought that the voluntary turnover of men was increased because the similarity and attraction of the male members, who used to be the majority, decreased due to the increased gender diversity. Also, it is thought that the voluntary turnover of women decreased because the increased gender diversity created an environment that did not discriminate against the minority and enhanced trust and satisfaction toward the organization. This result shows that the increased gender diversity affects differently the turnover rate of the men and the women in the organization of which the majority are male members. Additionally, an analysis was conducted to compare the difference in results between considering and not considering the initial dominant gender. The effect of gender diversity on voluntary turnover of men and women was verified for all workplaces where the main occupation is office working. Gender diversity did not significantly affect men's voluntary turnover, and it had a significant effect on women's voluntary turnover. In other words, there was a difference in the results between considering and not considering the initial dominant gender. These results show that research on gender diversity should be conducted after distinguishing the initial dominant gender. It is thought to be necessary to try to analyze the differential effect of gender diversity on the voluntary turnover of men and women in various types of business and occupation, using the longitudinal data including the latest data in the follow - up research.

자본시장법상의 이사회의 성별 구성 특례조항 - 여성이사는 기업지배구조를 변화시킬 수 있는가? -

정대 한국상사법학회 2020 商事法硏究 Vol.39 No.2

The trend to increase board diversity is gathering speed as boards continue to be under pressure from both regulators and the public. Generally speaking, there are many different forms of diversity, including race, gender, national origin, sexual orientation and viewpoint. Makeup of corporate boards, however, is closely associated with gender and/or race. Across European companies, corporate boards are increasingly focused on gender diversity as board diversity. Some countries in EU have set binding obligations using strict quotas for male/female rations. In addition, in respect of board makeup, the board has faced pressure to add more women and minorities in USA. The advocates of board diversity have traditionally relied on moral or social justifications to convince people of the desirability of board diversity. But, the business rationales have recently been proposed for advancing board diversity instead of moral or social justifications. In other words, according to the business rationales, increasing board diversity may improve corporate performance or corporate governance. According to the SEC rule, public companies are required to provide disclosure of the extent to which their boards consider diversity in the director nomination process. Furthermore, the California Corporation Code §301.3 was called the Californiaʼs gender quota law for boards of directors and went into effect on January 1, 2019. The California Corporation Code §301.3 requires publicly-held corporations that are incorporated in California or that have their principal executive offices to have at least one female director on their board. In Japan, Tokyo Stock Exchange amended the corporate governance code in 2018. The corporate governance code reflected the recent trend of board diversity. The board is required to consider gender and internationality in respect of board makeup according to the amended corporate governance code. In Korea, this year the Capital Market and Financial Investment Business Act was amended in National Assembly. The Capital Market and Financial Investment Business Act contains the gender quota clause of the board of directors as a kind of one of the affirmative actions. Therefore, the listed companies with total asset valued at two trillion won or more at the end of the latest business year should have at least one female director on their board. Some recommendations are made in this paper. First, the gender quota clause should be stipulated in the Commercial Act. Second, disclosure regulation should be necessary in respect of the gender quota clause under the Capital Market and Financial Investment Business Act. 이사회가 성별 다양성에 관하여 규제당국과 일반대중으로부터 지속적인 압박을 받으면서 이사회 구성의 다양성 확대 추세는 가속화되고 있다. 이러한 성별 다양성은 최근 다양성 의제를 지배하고 있으며, 각 국은 이사회에 여성 이사의 수를 확대하기 위하여 다양한 접근방법을 채택하고 있다. 우리나라 헌법은 평등권(제11조)을 기본권으로 규정하고 있고, 여자의 근로에 대한 특별한 보호와 고용·임금 및 근로조건에 대한 부당한 차별의 금지(제32조 제4항)를 규정하며, 국가는 여자의 복지와 권익의 향상을 위하여 노력할 것(제34조 제3항)을 규정하고 있다. 이러한 헌법의 규정에 근거하여 정부는 1990년대부터 공공부문에서 적극적 조치를 시행함으로써 남녀평등을 제도적으로 실현하고자 추진하고 있다. 현재 공공부문에서는 입법정책을 통한 적극적 조치의 실현을 통해 어느 정도 남녀의 실질적 평등이 구현되어 가고 있다고 평가할 수 있다. 그런데 사기업의 영역, 특히 이사회의 구성에 관하여는 남녀의 실질적 평등이 구현되고 있다고 보기 어려운 실정이다. 주식회사의 임원 중 여성 임원의 비율이 현저히 낮은 통계의 결과를 보면, 주식회사 내에서 유리천장의 문제와 성차별의 문제가 아직까지 해소되지 않고 있다고 볼 수 있다. 이와 관련하여 올해 초 자본시장법의 개정안이 국회를 통과하여 이사회의 성별 구성 특례조항이 신설되었다. 이사회 구성 성별 특례조항은 여성이사의 수와 비율을 확대하고자 하는 적극적 조치로서 정부의 강력한 여성정책의 하나라고 평가할 수 있다고 할 수 있다. 입법 정책적 관점에서는 이사회 구성의 다양성 규정을 추가하여 상법의 상장회사특례규정에 입법을 함과 동시에 자본시장법의 개정을 통해 이사회 구성 성별 특례조항에 관한 사업보고서를 제출할 것을 의무화하는 방향으로 입법을 개선하는 방향이 바람직하다고 생각된다. 이사회 구성 성별 특례조항은 여성이사의 선임을 통해 이사회의 성별대표성을 확보하고 여성의 사회경제적 지위를 제고함으로써 민간부문에서의 남녀의 실질적 평등을 구현한다는 점에서 사회정의의 실현이며 사회적·도덕적으로 옳은 일하기라고 이해할 필요가 있다고 본다. 나아가 이사회 구성 성별 특례조항은 기업에서 능력을 인정받아 이사로 승진할 수 있는 기회가 법제도적으로 제공된다고 하는 사회적 신호를 여성계에 준다는 점에서 유능한 여성의 기업 참여와 기업 내에서의 능력발휘를 촉진할 수 있는 사회문화를 창출할 수 있을 것이다. 여성이사가 상장회사의 기업지배구조에 있어서 백신(vaccine)과 같은 역할을 수행함으로써 기업지배구조의 투명성을 제고하고 더 나아가 상장회사의 경영성과를 크게 개선하기를 기대해 본다.

The Implications of Police Gender Incusive LEADERSHIP

Hyeshim Jung J-INSTITUTE 2020 International Journal of Human & Disaster Vol.5 No.2

Purpose: The purpose of this study is to find the meaning of gender Incusive leadership from the perspective of diversity in the police organization and to present its developmental implications. Method: The method of this study analyzed previous studies related to gender inductive leadership and chang-es in the system environment. Until now, discussions on gender differences in leadership have been largely divided into complementary contribution models and fairness models. The former accepts the difference between women and men as positive and strong. The view of the European study is to assume that women and men can contribute equally to other characteris-tics of the organization. While the fairness model is based on similar assumptions denying the fundamental dif-ference between women and men, this idea is ostensibly considered an equal model. Analyzing these preceding studies, we suggested gender inclusive leadership suitable for our police organization. Results: As a result of the analysis of previous studies, there is no difference between men and women in the viewpoint found in North American studies, so it is believed that women can practice leadership like men if they are given equal opportunities to prove their abilities. Sexual issues have been treated as private issues in our soci-ety and have not been recognized as one of the diversity factors that society should manage. The reason why we should deal with gender diversity effectively is that the mainstream culture of our society and organization is uni-fied around male values, and diversity, which is a prerequisite for creativity and innovation, is absolutely lacking. Diversity is like having various expansions in these frames and It is considered an essential element in solving complex problems in modern society. Conclusion: Police organizations need an approach to fostering female leaders and gender-inclusive leadership in both men and women to become more flexible and creative organizations required in the era of the Fourth Revolution. The first person to introduce the concept of gender integrated leadership was Kim Yang-hee, CEO of gender and leadership. Policy and system to create gender equality organizations are important, but the most important thing is the perception and attitude of those who implement them. Especially, it is most urgent to em-brace gender diversity and actively participate in male members who occupy the majority. Police commanders should be interested in gender-inclusive leadership so that they can build strong gender partnerships in police organizations to create synergies and create an organizational environment in which members can maximize their abilities without gender discrimination.

팀 내다양성이 팀 학습에 미치는 영향에 관한 연구

김문주(Moon Joo Kim) 한국경영학회 2014 經營學硏究 Vol.43 No.3

The current study is based upon the fact that the Korean workforce tends to be more diverse with respect to a number of different demographic and informational attributes such as functional background, educational background, gender, age, and so forth. This means that employees with diverse backgrounds and diverse characteristics have filled in various position and roles in organization. Another structural change that has occurred with workforce diversity is the proliferation of team system. Teams, as the site where the members of an organization regularly work and communicate together to accomplish tasks and common goals, are also a prime subject for a direct investigation of the effects of diversity. Even though there has been a growing research interest in the effect of diversity on team performance, the findings have been very inconclusive and mixed. In order to identify the effect of diversity and its positive or negative potential in Korean organizations, this empirical research for 84 teams from 3 different major industries investigates how task-related diversity and personal-related diversity affect team learning which is inevitable and critical for team performance due to increasing teamwork. This study also draws research attention to two mechanisms of learning which are knowledge sharing as a single loop learning and dialogue as a double loop learning on the team level. The theory postulates that taskrelated diversity(i.e., functional background and educational background) produces positive effects on team learning by incorporating various ideas and perspectives for problem solving and innovation, whereas personal-related diversity (i.e., gender and age) and education level diversity dampen team learning due to status differentiation and the lack of communication. This study also proposes the convergence mechanism of diversity, which is mobilized by team tenure and functional background diversity. As a result, contrary to the prediction, functional background diversity solely has a positive effect on knowledge sharing learning and dialogue learning. Further, functional background diversity plays the convergence mechanism enough to override the negative effect of educational background diversity and education level diversity. And I also identified the moderation effect of team tenure for gender diversity and age diversity. Team tenure mitigates negative effect of gender and age diversity and thus utilizes diversity`s positive potential. In conclusion, we need to understand the processes through which and the conditions under which diversity may bring high team learning. I also discuss theoretical contributions and managerial implications of confirming and disconfirming findings in detail.

The impact of team diversity on team outcomes in a Korean context: a case of a public enterprise

( Sanghyeon Sung ),( Jaewon Lee ),( Wonyou Tae ) 한국생산성학회 2017 生産性論集 Vol.31 No.2

This study examined the effect of diversity on team performance in a Korean organization where differences among people are likely to be comparatively less accepted. More specifically, this study examined the impact of gender diversity, social equality selection diversity, and age diversity on commitment to the team, intention to remain in the team, and creative behavior. The results show that gender diversity was negatively related to commitment to the team and intention to remain in the team. On the other hand, none of three diversities was related to creative behavior. These results have several implications. Firstly, team diversity does not contribute to team performance in the Korean context. Instead, it appears that team diversity can have a negative impact on team performance, as shown in the impact of gender diversity on commitment to the team and intention to remain with the team. Even though the organization answering the questionnaire is a diversity-pursuing organization, the fact that managing diversity does not contribute to performance means that diversity management in a business case for equality does not work out in the Korean context. Thus, in order for the Korean government to promote equality, it would be a better strategy to pursue compliance with equal employment opportunity legislation, rather than focusing business case for equality. Secondly, social equality selection does not appear to have a negative effect on team performance. Korean organizations have been reluctant to hire employees from socially disadvantaged groups. However, the results showed that social equality selection is not significantly related to team performance. When employees` tasks are monotonous and repetitive, overqualified persons are not necessary, but optimally qualified individuals (such as those from socially disadvantaged groups) may contribute to performance as much as ordinary employees. Or, the organization`s careful pursuit of managing diversity in terms of socially disadvantaged groups may bring about these results. If so, if the organization pursues gender diversity in a careful and thoughtful manner, gender diversity may not produce negative team performance. In sum, if organizations provide careful diversity management considering the characteristics of jobs, diversity is not likely to produce negative performance but can produce positive results. The third implication is that diversity is not necessarily related to negative performance in the Korean context, as in the case of social equality selection diversity. Thus, the main direction for the pursuit of equality from the Korean government should be to reinforce regulations for hiring people from disadvantaged groups. For example, the Korean government can raise fines on a broad scale when organizations do not hire disabled people. Likewise, the Government can educate practitioners that diversity does not necessarily produce a negative performance. This will contribute to an achievement of equal employment opportunity in Korean society.

다양성이 팀 프로세스 활성화와 효과성에 미치는 영향

권석균(Seog-Kyeun Kwun),최보인(Boin Choi) 한국인사조직학회 2012 인사조직연구 Vol.20 No.2

본고에서는 두 개의 연속 연구를 통해 팀 내 사회적 범주 다양성(social category diversity)과 과업관련 다양성(task-oriented diversity)이 팀 프로세스 활성화 및 효과성 정도에 미치는 영향에 대하여 알아보았다. 사회적 범주 다양성으로 성별, 연령 다양성과 과업관련 다양성으로 전공, 근속 다양성 등의 네 가지 다양성 변수를 채택하였다. 다양성의 영향을 살펴보기 위하여 Study 1에서는 팀 프로세스 활성화 변수로 협동, 팀 효과성 변수로는 팀 만족, 학습·성장, 팀 성과 등을 채택하였다. 그리고 Study 2에서는 팀 프로세스 활성화 변수로 협동, 의사소통, 갈등, 신뢰 등을 채택하였고 팀 효과성 변수는 동일하게 팀 만족, 학습·성장, 팀 성과 등을 채택하였다. 우선 Study 1은 생활제품리스업, 출판업, 그리고 두 개의 건설업 등 4개 기업의 협조를 얻어 41개 팀의 320명으로부터 자료를 수집하였다. 분석 결과 사회적 범주 다양성 중에서 성별 다양성은 가설과 같이 협동, 학습·성장 등에 부정적 영향을 미치고 있으나, 연령 다양성은 가설과는 반대로 학습·성장에 긍정적 영향을 미치는 것으로 나타났다. 한편 과업관련 다양성으로서 전공 다양성은 팀 만족에 긍정적 영향을 미치는 것으로 나타났으나, 근속 다양성은 모든 팀 프로세스 및 효과성 변수에 유의한 영향을 보여주지 못하였다. 다음으로 Study 2는 IT벤처기업의 전수조사를 통해 37개 팀의 417명으로부터 자료를 수집하였다. 다양성 변수는 100% 객관성을 확보할 수 있는 내부 인사자료를 이용하여 산정하였다. 분석 결과 성별 다양성이 모든 팀 프로세스 및 효과성 변수에 부정적 영향을 미치는 것으로 나타났다. 그 밖에 근속 다양성이 협동, 정서신뢰, 팀 성과 등에 긍정적 영향을 미치고 있었고 전공 다양성은 학습·성장에 부의 영향을 미치고 있었으며 연령 다양성은 유의한 영향이 없었다. Study 1과 2의 실증분석 결과에는 다소 차이가 있었으나, 성별 다양성의 부정적인 영향은 일관되게 나타나고 있었다. 성별은 사회적 범주 중 가장 현저성(salience)이 높게 고려될 수 있는 변수이므로, 성별 다양성이 팀 프로세스 활성화 및 효과성 정도에 가장 크게 영향을 준다는 점을 알 수 있었다. 또한 연령, 전공, 근속 등의 차이로 인한 다양성은 아주 강하지는 않지만 대체로 유의한 영향들을 미치고 있음을 알 수 있었다. 이상의 실증 결과에 의거하여 연구의 시사점과 향후 연구를 위한 과제를 제시하였다. This study examines the relationship between work group diversity and team process and effectiveness in Korean work groups. Traditionally, Korean work groups have been homogeneous in terms of gender, age, and other social and task-related aspects because of the clear distinctions within society as well as the collectivist-oriented HR practices and system. Thus, the paucity of diversity research is attributable to these reasons. Nonetheless, diversity in teams has been significantly and consistently increasing within the last two decades, especially since the IMF crisis of 1997. This research is composed of a series of two empirical studies which investigate the effects of social category and task-oriented diversity in team process and effectiveness. The diversity-performance relationship in group settings has resulted in mixed results (positive, negative, and non-significant). Therefore, this study seeks more convincing findings by adopting diversity, process, and outcome variables such as social category variables (gender and age) and task-oriented variables (education and tenure). In Study 1, we adopted cooperative behavior as a team process variable and team performance, learning, and satisfaction as team effectiveness variables. In Study 2, team process variables consisted of cooperative behavior, communication, trust, and conflict. Trust within the group consisted of cognitive and affective trust. Conflict within the group consisted of task and relational conflict. The three effectiveness variables in Study 1 remained the same for Study 2. Following social categorization theory, the hypotheses for testing the effects of social category variables are as follows: H1-1 : Gender diversity will be negatively associated with team process variables. H1-2 : Gender diversity will be negatively associated with team effectiveness variables. H2-1 : Age diversity will be negatively associated with team process variables. H2-2 : Age diversity will be negatively associated with team effectiveness variables. Following information/decision-making theory, the hypotheses for testing the effects of task-oriented diversity variables are suggested below. H3-1 : Educational diversity will be positively associated with team process variables. H3-2 : Educational diversity will be positively associated with team effectiveness variables. H4-1 : Tenure diversity will be positively associated with team process variables. H4-2 : Tenure diversity will be positively associated with team effectiveness variables. In Study 1, the survey data were collected from 320 employees in 41 teams from four organizations within the printing, construction, and rental service industries. In order to test the hypotheses, gender and education diversity variables were calculated by using the function below: Diversity = -∑s i=0[Pi×ln(Pi)] Age diversity was defined as a standard deviation of age distribution within the group while tenure was calculated as the coefficient of variation (i.e., the standard deviation divided by the group mean). To create team level process and effectiveness measures, we aggregated the individual level data to group level data after testing intraclass correlation coefficients (ICC(1) and ICC(2)) and within-group agreement measure (r_wg). Regression analyses of the 41 teams showed that gender diversity was negatively related with within-group cooperative behavior and team learning while age diversity was positively related with team learning, as opposed to the hypothesized relationships. With regard to task-oriented diversity variables, educational diversity was significantly positively associated with team satisfaction only. Tenure diversity was not significantly associated with any team process and effectiveness variables. In Study 2, the survey data was collected from 417 employees in 37 teams from an IT venture company.

성별다양성의 부정적 효과 완화 방안 시스템에 의한 관리인가? 아니면 사람에 의한 관리인가?

전무경(Jeon Moo Kyeong),김학수(Kim Hack Soo) 한국인사관리학회 2018 조직과 인사관리연구 Vol.42 No.4

지난 60년간에 걸쳐, 다양성은 경영학 분야에서 뜨거운 논쟁의 중심에 있었으며, 부정적인 효과를 발휘하는 다양성은 실무에서 시한폭탄의 뇌관과도 같았다. 그리고 사회범주 다양성이 대부분 부정적인 효과를 보인다는 결과가 제시되었고, 이를 완화하기 위한 다양한 경영관리방안이 제시되었다. 본 연구는 여성의 사회 진출이 증가하고 있고 조직에서의 여성 고용이 지속적으로 증가하고 있다는 측면에서 성별다양성의 관리방안을 재조명할 필요가 있다고 판단하였다. 이에 본 연구는 성별다양성의 부정적 효과를 완화시키는 방안으로서 다양성 친화형 인사제도 및 CEO의 다양성 친화 태도 중에 어떠한 관리기제가 보다 효과적인 방안인지를 규명하고자 한다. 즉, 본 연구는 성별다양성의 관리를 시스템에 맡길 것인가 아니면 사람에게 맡길 것인가에 대한 답을 찾으려고 한다. 83개의 기업으로부터 수집된 자료를 분석한 결과, 성별다양성은 조직 의사소통에 부정적인 영향을 주는 것으로 나타났다. 그리고 성별다양성과 조직 의사소통 간의 관계에서 다양성 친화형 인사제도 및 CEO의 다양성 친화 태도의 조절효과를 분석한 결과, 다양성 친화형 인사제도는 유의하지 않은 조절효과를 보이는 반면, CEO의 다양성 친화 태도는 유의한 조절효과를 보이는 것으로 나타났다. 구체적으로 보면 CEO의 다양성 친화 태도가 높을수록 성별다양성이 조직 의사소통에 유의하지 않는 영향을 미치는 것으로 나타났다. 본 연구는 이러한 연구 결과가 함의하는 경영학적 시사점과 더불어, 연구의 한계 및 향후 연구 방향을 논의하였다. Over the past six decades, Diversity has been at the center of a hot debate in business administration, and the diversity that has had a negative effect has been the primer of a time bomb in practice. In addition, The results that social category diversity has mostly negative effects were presented, and various management measures were proposed to mitigate it. Currently, Women ’s social advancement is increasing in Korea and women’ s employment in the organization is continuously increasing. Therefore, It is necessary to review the gender diversity management plan. The purpose of this study is to clarify which management method is more effective in Diversity-Friendly HRM and CEOs’ Diversity Friendly Attitude as a way to mitigate the negative effects of gender diversity. In other words, This study seeks to answer the question of whether gender diversity should be managed by the system or by human. Analysis of data collected from 83 companies showed that gender diversity had a negative effect on organizational communication. and, As a result of analyzing the moderating effect of Diversity-Friendly HRM and CEOs’ Diversity Friendly Attitude on the relationship between gender diversity and organizational communication, Diversity-Friendly HRM showed no moderating effect and CEOs’ Diversity Friendly Attitude showed a significant moderating effect. Specifically, the higher the CEOs’ Diversity Friendly Attitude, the more gender diversity had no significant effect on organizational communication. Finally, This study discusses the limitations of the study and future direction of the study, as well as the implications of the management implied by these findings.

e-Learning, Gender Sensitive

Britta Schinzel 숙명여자대학교 아시아여성연구원 2008 Asian Women Vol.24 No.4

With the introduction of new media in education the possibilities for using technological means in didactics, organization of learning and content presentation have extended. But the appropriation of these devices and possibilities, like all artefacts, also is a cultural means and it makes culture. Thereby also symbolic connection between gender and technology come into play. In fact sometimes effects on inclusion versus exclusion of groups of people, as women have been observed. On the other hand it can be expected that with growing intensity and broader use of the technical means these barriers are sinking. This for two reasons: Once the rising diversity of user groups requires possibilities for adapting technological means and media didactics to their wishes. On the other hand also more diversified groups of users become more familiar with the technical means thereby mediated education. The text deals with changes mediated education has to take in order to include diverse groups, respecting especially gender and other cultural, ethnical and age diversities. The effects of e-learning on these groups have been analyzed in several investigations, many of them also showing gender and other differences in one or the other category. Concerning gender and all other diversities, in this text the intentions are deconstructive, that is we do not presuppose biologically essential gender (or other) differences in competences, attitudes, motivations etc., but only socially constructed ones. This brings about difficulties: The analysis of gender and other differences can easily turn into self referential results and facilitate essentialist beliefs. This paradoxical situation has to be handled and we will present possibilities for it. To this aid we present empirical results, which are refined with respect to gender together with other items, such that gender differences can be deconstructed by dissolving them into other differentiated categories.