임금에 대한 인식차이와 직무태도(Ⅱ)

천명섭,양국명 인하대학교 산업경제연구소 1999 경상논집 Vol.13 No.1

The importance of money as a motivator has been consistently downgraded by most behavioral scientists. They prefer to point out the value of challenging jobs, goals, participation in decision making, feedback, cohesive work teams, and other nonmonetary factors as stimulants to employee motivation. They insist that money doesn't motivate most employees in the workforce today to higher performance. We argue otherwise here - that money is the crucial incentive to work motivation. As a medium of exchange, it is the vehicle by which employees can pur-chase the numerous need-satisfying things they desire. Furthermore, money also performs the function of a scorecard, by which employees assess the value that the organization places on their services and by which employees can compare their value to others. Money's value as a medium of exchange is obvious. People may not work only for money, but take the money away and how many people would come to work? Attitudes are evaluative statements or judgments concerning objects, people, or events. They reflect how one feels about something. Viewing attitudes are made up of three components - cognition, affect, and behavior - is helpful toward understanding their complexity and the potential relationship between attitudes and behavior. Research has generally concluded that people seek consistency among their attitudes and between their attitudes and their behavior. When there is inconsistency, forces are initiated to return the individual to an equilibrium state where attitudes and behavior are again consistent. That is, attitudes affect behavior. The term job satisfaction refers to an individual's general attitude toward his or her job. The two terms, job attitudes and job satisfaction, frequently used interchangeably. But we used the two terms respectively. We study, here, if individuals who have different needs for money have also different job attitudes of not, and if individual's needs for money affect other variables. In this empirical research, sample group was 229 bank employees in banks in Inchon area in 1995. The data for this study were obtained by the questionnaire using Likert type scale. And Pearson correlation, T-test, and ANOVA program in SPSSWIN and LISREL 8.03 were used to analyze the collected data statistically. The sample was divided two groups: the higher need group for money and the lower need group for money. The model of this study is shown as follows: Major findings are as follows: 1. Most variables that affect Job Satisfaction are shown important, as insisted in the numerous studies so far, in the lower needs group, but not shown in the higher needs group. 2. Job Satisfaction doesn't affect Job Attitudes in the lower needs group, in some other way in the higher needs group. In this lower group Job Satisfaction is influenced by Psychological Support, but that is not linked with Job Attitudes. On the contrary, Psychological Support affects Job Attitudes directly. 3. The Characteristics of Organization and Jobs influence on Job Attitudes of both groups in the negative direction. These groups feel negative against their jobs and organization. Therefore they don't like to perform their tasks voluntarily and positively in such a rigid and conservative culture. 4. Psychological Support rarely affects Job Satisfaction in the higher group. People in this group seem to be satisfied in the job by the facilities, rules and regulation, and job security. But they are not so much interested in the relationship with colleagues, the care and concerns by superior, and home ambience. These are not shown in the lower needs group.

우리나라 여성의 직무태도 변화에 관한 연구 -교사와 금융기관 종업원을 중심으로-

천명섭,최병우 한국중소기업학회 2001 中小企業硏究 Vol.23 No.1

연구논문: 운수업계 노사관계의 문제점과 개선방안

천명섭,임호규 한국인사관리학회 1988 조직과 인사관리연구 Vol.12 No.-

금융기관종업원의 직무태도 변화에 관한 연구

천명섭,이의현 인하대학교 산업경제연구소 2003 경상논집 Vol.17 No.1

This study was designed to take a look at the job attitudes of bank employees over every five years beginning in 1980. For this study, a research was done on the theoretical background by reviewing previous studies and setting up a study model. This was verified with factor analysis and multi regression analysis. We analyzed the factors that have influences on job attitudes. It was a general trait that there was a flow from the inside to the outside of human beings in a order of organization and job traits> personal traits> interpersonal factors. To speak more specifically, as for organization and job traits, the possibility of promotion> the vision of the company> attitudes for new tasks and technologies was examined. As for personal traits, the possibility of promotion> the vision of company> attitudes for new tasks and technologies was examined. And as for interpersonal factors, attitudes for new tasks and technologies> the vision of the company was the order that gave each factor influence.

상황의 평가에 대한 사회적 지원과 내부통제성향의 효과

천명섭,정승언 한국인사관리학회 1992 조직과 인사관리연구 Vol.16 No.-

산업재해 예방을 위한 안전관리방안

천명섭,정조영 한국산업경영시스템학회 1988 한국산업경영시스템학회지 Vol.11 No.18

여성인력의 직무태도 변화

천명섭,윤두열 대한산업경영학회 2005 산업융합연구 Vol.3 No.2

직무태도와 이직의사-교사와 금융기관 종업원의 실증적 비교연구-

천명섭,이정용외1명 한국인사관리학회 1990 조직과 인사관리연구 Vol.14 No.-

채용형태의 변화에 대한 연구

천명섭,윤두열 인하대학교 산업경제연구소 2002 경상논집 Vol.16 No.2

Companies should always make preparation for competitions in advance in order to continue to grow and develop in rapidly changing the business environment. Thus, it is most important for human resources who is the subject of company management always to give attention to the changes of world relations and to understand the trend of it rather than to propose business strategies. Companies, for the future, must have a victory in the competition of securing and maintaining core human resources, support the members of companies to work wisely, and reform the service to their staffing. In these days of hot competition for human resources, it is perceived that securing the high-quality human resources in time is an important point for leaping to a top class company and a core factor to decide on the success of future business Although the quantitative approach of company's valuation of personal ability is impossible, it is one of the most important factors for companies to secure the human resources. This results in the matter of how to discriminate necessary persons. According to this demands of the times, each company makes efforts to secure suitable talent in various way, and the system of employment is changing remarkably. Recently, one of the remarkable changes in the process of employment of Korean companies is the conversion of a large scale periodic employment system to a small scale ordinary employment system. In the past, companies usually put an ad in the papers or made such experts as college professors a request for recommendation. Recently, companies participate in job fair, use on-line. have a company exposition tour of college. And even the cases of visiting foreign colleges and cities to employ global human resources personally are increasing. Rigorously examining the personal histories of the candidates for further examination. some companies execute a qualified open employment which even does not give an opportunity for the examination to the unqualified applicants. By observing the changed employment systems of various kinds to employ excellent talent, most important factor for the company's survival. this study tries to explore desirable ways to prepare for the situations in which employment competition come to be intense more and more.

生産性向上을 위한 經營合理化의 方案硏究

千命燮 배화여자대학 1979 培花論叢 Vol.1 No.-