다면평가제도의 직무만족 및 조직몰입에 대한 효과

고동운(Go, Dong Woon),이경묵(Lee, Kyungmook) 한국인사관리학회 2011 조직과 인사관리연구 Vol.35 No.1

본 연구는 다면평가제도의 활용이 직무만족 및 조직몰입에 미치는 효과에 대해 분석하였다. 이 효과를 보기 위해 다음과 같은 가설을 제시하였다. 첫째, 다면평가제도를 활용하는 조직의 구성원들이 그것을 활용하지 않는 조직의 구성원들에 비해 직무만족과 조직몰입의 정도가 높을 것이다. 둘째, 다면평가의 결과를 중대한 인사결정에 반영하는 정도가 높을수록 구성원들의 직무만족과 조직몰입이 떨어질 것이다. 셋째, 다면평가 도입 이후의 경과기간과 직무만족 및 조직몰입은 정(+)의 관련성을 가질 것이다. 넷째, 경과기간이 길수록 다면평가결과의 반영강도가 구성원의 태도에 미치는 영향이 약화될 것이다. 한국직업능력개발원이 수집한 인적자본기업패널 2005년 1차 조사 자료를 사용하여 다수준분석을 실시한 결과, 위의 가설들이 모두 지지되었다. 이러한 분석결과를 바탕으로, 본 연구의 의의와 한계 및 미래 연구방향에 대해 논의하였다. The study examined the effects of multisource assessment(MA, hereafter) on employees' job satisfaction and organizational commitment. We proposed four hypotheses. First, we hypothesized that MA will have positive effects on job satisfaction and organizational commitment. Second, we proposed that the positive effects of MA will be stronger when outcome of MA is used for development purpose than for compensation and promotion decision purpose. Third, the positive effects of MA will be stronger as time passes after the adoption of MA. Fourth, time passed after the adoption of MA will weaker the effects of MA purpose on employees' job satisfaction and organizational commitment. We tested the hypotheses by using multilevel analysis with HLM (hierarchial linear modeling). Data used for this study were collected by the Korea Research Institute for Vocational Education and Training in 2005. For the first hypothesis, data from 440 companies and 12,746 employees were analyzed. For the other hypotheses, data form 125 companies, which adopted MA, and their 4,205 employees were analyzed. The analyses provided strong supports for all the hypotheses. Based on the results, we discussed theoretical and practical implications and limitations of this study and suggested future research directions.

변화지향 리더십과 부하혁신행동의 관계 : 차상위 리더의 지원행동의 조절효과

박오수(Oh Soo Park),고동운(Dong Woon Go) 한국인사·조직학회 2009 인사조직연구 Vol.17 No.3

환경변화에 뒤처지지 않고 살아남기 위해서는 조직은 끊임없이 변화와 혁신을 지속해야 한다. 오늘날과 같은 상시 변화상황 하에서는 변화를 관리하고 주도할 수 있는 리더십이 요구된다. 이러한 맥락에서 Yukl(1999)은 변화지향 리더십(changeoriented leadership)을 강조하였지만 효과성에 대한 실증은 미진한 상태이다. 따라서 그 효과성을 확인하기 위해 리더의 변화지향 리더십과 부하의 혁신행동 간의 관계를 검증하였다. 한편, 대부분의 리더십 연구들이 리더 혹은 부하 중심적인 관점을 벗어나지 못한 채, 차상위 리더의 존재를 간과하는 문제점을 안고 있다. 본 연구에서는 이러한 문제인식 하에서 리더십 효과에 대한 차상위 리더의 영향을 확인하기 위해, 변화 지향 리더십과 부하 혁신행동의 관계에서 차상위 리더의 지원행동의 조절효과를 실증하였다. 군 간부들을 대상(리더-부하 231쌍)으로 수집된 자료를 분석하여 다음과 같은 결과를 도출할 수 있었다. 리더의 변화지향 리더십은 부하의 혁신행동과 정의 관계를 가진 것으로 나타났으며 변화지향 리더십과 부하의 혁신행동 간의 관계에서 차상위 리더의 지원행동의 조절효과가 확인되었다. 차상위 리더가 리더에 대해 지원적일수록 리더의 변화지향 리더십과 부하들의 혁신행동은 더 강한 선형관계를 보여주었다. 이러한 연구 결과를 바탕으로 연구의 이론 및 실무적 시사점을 고찰하고, 연구의 한계 및 미래 연구방향을 제시하였다. In order to cope with progressively dynamic and competitive environments, organizations must carry on change and innovation. When everything is subject to change, the leader should be able to manage and initiate changes. Thus, Yukl(1999) emphasized the change-oriented leadership. Unfortunately, however, studies are scarce as to its effectiveness. With a view to verifying the effectiveness of change-oriented leadership, the first purpose of the present study is to explain the relationship between change-oriented leadership and subordinates’ innovative behaviors. Traditionally, leadership researches focused on the bilateral relationship between the leader and subordinates (House & Aditya, 1997; Lowe & Gardner, 2001). This perspective overly excessively simplifies the leadership phenomena because it is impossible to ignore the impact of leader’s leader on the leadership effectiveness in an actual organizational setting. A leader’s leader acts as linking pins in organizations by connecting leaders to the upper management (Likert, 1967). In this vein, he/she is a direct channel of organizational support which impacts on the leadership. It is, therefore, necessary to study the trilateral relationship between leader’s leader, leader and subordinate for a more detailed model of eadership phenomena. The second purpose of this study is then to identify the influence of the leader’s leader on leadership effectiveness. To measure the moderating effects of a leader’s leader on the relationship between change-oriented leadership and subordinates’ innovative behaviors, the leader’s leader supportive behavior to leader (LLSB) was introduced as the moderating variable. According to instrumental com-pliance theory (Kelman, 1958), for the successful implementation of the leader’s change-oriented leadership, subordinates should be aware that the leader has sufficient resources and the budget for the change propulsion.

차상위 리더의 리더에 대한 모욕행위의 적하효과(trickle-down effect)

박오수(Oh Soo Park),고동운(Dong Woon Go) 한국경영학회 2009 經營學硏究 Vol.38 No.4

Traditionally, leadership research has focused on the bilateral relationship between a leader and subordinates and the effectiveness of leadership. This perspective oversimplifies the leadership because it is impossible to ignore the impact of second-level superior on the leadership effectiveness in a real organizational setting. Thus, this study expanded the leadership perspective by examining the relationship of ‘subordinate - leader - second-level superior’ and focused the counterproductive leader behavior. In this study investigating the trickle-down effects of second-level superior’s abusive supervision, leader’s transformational leadership and abusive supervision were used as the mediating variables of the relationships between second-level superior’s abusive supervision and outcome variables (subordinate’s trust in leader, LMX). Based on several theories such as social exchange theory, norm of reciprocity, and displaced aggression theory, the hypotheses were developed and they were: second-level superior’s abusive supervision will be positively related to leader’s abusive supervision (H1) and negatively related to leader’s transformational leadership (H2); leader’s abusive supervision will mediate the relationships between second-level superior’s abusive supervision and subordinate’s trust in leader (H3a), and LMX (H4a); leader’s transformational leadership will mediate the relationships between second-level superior’s abusive supervision and subordinate’s trust in leader (H3b), and LMX (H4b); second-level superior’s abusive supervision will be negatively associated to subordinate’s trust in leader (H5). In order to test the hypotheses, the data were collected from 356 officers and NCOs (231leader-subordinate dyads) using surveys. The results of structural equation modeling supported all the hypotheses. The present findings have several theoretical implications. First, the direct effects of secondlevel superior’s abusive supervision on transformational leadership and leader’s abusive supervision imply that leader’s leader roles are important antecedents of leader’s effectiveness, and suggest that transformational leadership is a kind of discretionary leadership style. Second, we expanded the antecedents of the abusive supervision into second-level superior’s abusive supervision, and verified new consequences (trust in leader, LMX) of the abusive supervision. Finally, the current investigation suggests that the second-level superior’s behavior is one of the determinants of trust in leader beyond isolated leader-subordinate dyad. In conclusion, this research clarified the significant impact of a leader’s leader on the leader’s leadership effectiveness and the discretionary characteristic of transformational leadership. This findings suggest that the perspective of the trilateral relationship between subordinate - leader - second-level superior is more appropriate than the bilateral relationship between leader and subordinate for explaining the leadership phenomena.

부하체면에 영향을 미치는 상사행위의 구성개념 및 측정에 관한 연구

박오수(Oh Soo Park),임유신(Yooshin Im),고동운(Dong Woon Go) 한국인사조직학회 2008 인사조직연구 Vol.16 No.3

  대인관계 상황에서 체면을 고려하는 것은 보편적인 현상일 뿐만 아니라 서구에 비해 우리나라에서 보다 중시되고 있지만 조직차원에서의 연구는 미흡하다. 특히 부하의 체면에 영향을 미치는 상사의 행위에 대해서는 연구가 매우 부족한 실정이다.<BR>  부하체면에 대한 상사행위의 구성개념과 타당성 있는 측정도구를 개발하기 위하여 군조직의 간부들을 대상으로 2단계의 연구가 진행되었다. 먼저, 연구 1에서는 상사의 부하에 대한 ‘체면세움행위’ 및 ‘체면손상행위’ 문항을 자유응답식 설문과 내용분석 과정을 통하여 도출하고, 육군 간부들로 이루어진 표본에 대하여 탐색적 요인분석을 통해서, 요인구조가 ‘능력체면행위’와 ‘인격체면행위’의 두 차원으로 이루어져 있음을 확인하였다. 연구 2에서는 독립적인 새 표본을 구성하여 개발된 문항들의 타당성을 검증하고 태도변수와의 관계를 확인하였다. 분석 결과, 개발된 측정도구는 교차타당성, 그리고 수렴 및 판별타당성이 있음을 확인할 수 있었다. 부하 태도변수와의 관계를 확인한 결과, 상사의 부하체면에 대한 체면세움 행위는 부하의 LMX, 직무만족, 조직몰입에 정의 관계를 보였고 이직의도에는 부의 관계를 나타내었다. 상사의 부하체면에 대한 체면손상행위는 부하의 LMX, 직무만족 및 조직몰입과 부의 관계가 있음을 확인할 수 있었다. 이는 부하체면에 대한 상사행위가 조직 유효성을 설명하는데 적절한 변수임을 의미한다. 마지막으로, 본 연구의 의의와 한계 및 미래 연구방향을 제시하였다.   The issue of face in social interactions is more pervasive in Asian cultures than in Western ones. However, very few studies have investigated face in organizational context in Korea. Face is dependent on individual social status (Goffman, 1955; Ho, 1976), which points to the fact that leaders’ face is considered to be more important than subordinates’ face due to the status difference. Nevertheless, the importance of subordinates’ face is gradually becoming salient as the autocratic culture is transformed into a democratic one in modern organizations.<BR>  The majority of the studies on face have focused on the leaders’ face, which, in turn, has yielded no study of leader’s behavior influencing subordinates’ face. The subordinates’ attitudes and behaviors can obviously vary depending on whether their leader takes the subordinates’ face into consideration or not. The subordinates are said to possess favorable attitudes towards a leader who saves the subordinates’ face, while they are likely to maintain negative attitudes towards a leader who makes them lose their face. Thus, it is necessary to study on the relationship between leader’s behaviors concerning subordinates’ face and the subordinates’ attitudes and behaviors. Since there is no measure for leader’s behavior influencing subordinates’ face, the valid and reliable measure should be developed.<BR>  The current research was designed to identify the constructs of leader’s behavior influencing subordinates’ face (LBSF), and to develop and validate a sound psychometric measure of LBSF. This paper consists of two parts: in Study 1, we generated items of leader’s face-giving (LFGB) and face-threatening (LFTB) behavior towards subordinates, and identify the construct and factor structures of LBSF. In Study 2, a confirmatory factor analysis with independent samples showed the cross validity, convergent validity, and discriminant validity. Then, we verified the nomological validity and the potential utility of LBSF to predict organizational outcome variables. Finally, implications and possible research directions are discussed.<BR>  Respondents in the current research are officers and noncommissioned officers (NCOs) in the ROK (Republic of Korea) Army. In general, military organizations are more autocratic and hierarchical than the other civil organizations. Therefore, the subordinate’s face can be valued less than leader’s face. The difference between leaders who respect their subordinates’ face and leaders who do not can be easily distinguished in the military context. For this reason, military organization is suitable for the current research.<BR>  Study 1<BR>  In Study 1, we collected data from 98 officers and NCOs using open-ended questionnaire, which included two following questions: “What behavior of a leader made you save face?” and “What behavior of a leader made you lose face?” From the data, 623 LFGB items and 791 LFTB items were firstly derived. Next, we combined the items that had same contents and expressions into 113 LFGB and 154 LFTB items. Then, the content validation of the generated items was performed in three phases. Finally, 21 items for LFGB and 17 items for LFTB were used in the current study.<BR>  Using the data collected from 125 officers and NCOs, exploratory factor analyses with principal components were conducted. The results indicated that LFGB and LFTB consisted of two factors, ‘ability dimension’ and ‘character dimension.’ Specifically, LFGB consisted of 11 items, 6 items for ability-related LFGB (ALFGB) and 5 items for character-related LFGB (CLFGB). Likewise, LFTB also consisted of 12 items, 5 items for ability-related LFTB (ALFTB) and 7 items for character-related LFTB (CLFTB).<BR>  Study 2<BR>  The data, independent of Study 1, were used in Study 2. That is, the data from 156 officers and NCOs were used for LFGB, an