사회적기업에서 직무동기와 조직유효성 간 관계 연구 : 조직동일시와 민주적 의사결정의 조절효과 검증을 중심으로 = self determined work motivation and performance in enterprises: The moderating roles of organizational identification and democratic decision-making|RISS 상세보기

다국어 초록 (Multilingual Abstract)

The thesis aims to shed light on the effects of work motivation on organizational performances in social enterprises. Despite the increasing interest in social enterprise research, there has been little attention to organizational behaviours of workers employed in social enterprises. Given the study on work motivation and performance is one the key scholarly issues in organizational behaviour, it is important and meaningful to examine the work motivation issue in social enterprises. Drawing on Self-Determination Theory, this thesis tries to find that work motivation (extrinsic, introjected and intrinsic motivation) can affect organizational performances (organizational commitment, organizational citizenship behaviour and turnover intention). Furthermore, the study attempts to identify the moderating roles of organizational identification and democratic decision-making, one of the distinct characteristics in social enterprises.
In doing this, this study collected data by administering structured questionnaires to employees working in (pre) certified social enterprises. The survey took place from December 2015 to February 2016 on a total sample of 563 respondents. A total of 557 valid responses were included for the analysis.
To measure work motivation, the author revised and used Guay et al. (2000), Millette & Gagne (2008). For measuring organizational identification, the measurement scales by Mael & Ashforth (1992) were adopted. Likewise, for democratic decision-making, the measurement scales by Nyhan(1994) were used. Regarding organizational performances, the measurements scales of organizational commitment by Organ (1988) and McGee & Ford (1987), those of organizational citizenship behaviour by Organ (1988) and Niehoff & Moorman (1993) and the those of turnover intention by O’Reilly et al. (1991) were adopted. As control variables, this study considered gender, age, marriage, vulnerable social group, employment type and the number of years worked.
For the empirical test, this study used hierarchical regression analysis using the statistical program SPSS 22.0 for Windows. To start with, the coefficient of Cronbach's α in each variable for the analysis showed internal consistency. To confirm the validity of the variable, we used exploratory factor analysis. Finally, we tested the above hypotheses.
The empirical results are as follow: First, employees’ extrinsic motivation has a significantly positive impact on organizational commitment (β=.086, p<.05) but did not show any statistical relationships with organizational citizenship behaviour and turnover intention. This findings suggest that economic motivations are particularly effective in enhancing workers’ commitment, though their pay rates are relatively low, since workers would continue to work and retain their jobs. As far as altruistic behaviour is concerned, workers’ extrinsic motivation did not show organizational citizenship behaviour. Social enterprises in general are characterized by limited monetary rewards and incentives, the low possibility to achieve career development and limited distribution of profit. Given these limitations, when the workers employed social enterprises tend to work with economic motivation, it may be taken for granted that it is difficult to find a certain association between extrinsic motivation and organizational citizenship behaviour.
Second, introjected motivation, another type of extrinsic motivation, was marginally related to organizational commitment (β=.066, p<.10) and significantly to organizational citizenship behaviour (β=.141, p<.01). However, there was no relation between introjected motivation and turnover intension. With regard to self-determination perspective, introjected regulation means that a person has pressures to behave as if s/he feel worthy and is internally motivated. In effect, the regulation is a relatively controlled form of internalized extrinsic motivation. The empirical findings indicate that the introjected regulation gives pressures workers to have loyalty for their organizations and do altruistic behaviours to the colleagues in order to buttress their weak autonomous ego and fulfill the social enterprises’ pursuit of social missions and goals.
Third, intrinsic motivation had the positive associations with organizational commitment (β=.658, p<.01) and organizational citizenship behaviour (β=.458, p<.01) and the negative one with turnover intention (β=-.489, p<.01). Regarding, intrinsic motivation, autonomous and invariantly self-determined one, the internally motivated workers in social enterprises behave because they like their activities and identify their own goals and social enterprises’ social mission and goals. The empirical findings confirm that intrinsic motivation in social enterprises, as the existing literature urges, is a key component in affecting employee attitudes and behaviours.
Fourth, with regard to the moderating effects of organizational identification on the relationships between work motivation and organizational performances, organizational identification moderated the association between intrinsic motivation and organizational citizenship behaviour (β=.128, p<.01) and turnover intention (β=-.113, p<.01). Other hypotheses were not supported. These empirical findings suggest that autonomously motivated workers may interact with their identification on the social enterprises pursing social value and social mission, and such an interaction can positively influence workers’ altruistic behaviours and lower their turnover intention. However, extrinsic motivation and introjected regulation in which motivation is largely controlled rather than autonomous may not make a certain synergic effect with organizational identification.
Fifth, with regard to the moderating effects of democratic decision-making on the relationships between work motivation and organizational performances, democratic decision-making moderated the associations between intrinsic motivation and organizational commitment (β=.085, p<.01), organizational citizenship behaviour (β=.199, p<.01) and turnover intention (β=-.141, p<.01). The literature on social enterprises such as Borzage et al.(2009) and Defourny & Nyssens (2012) stresses the importance of non-monetary remuneration for increase workers’ motivation in social enterprises largely experiencing lack of financial resources. The findings show that workers driven by deep intrinsic motivation are more likely to participate in and prefer to democratic decision-making and such interaction can play an important role in strengthening workers’ loyalty, altruistic behaviour and weakening their intention to leave. However, externally controlled motivation such as extrinsic motivation and introjected regulations did now show any interaction effect on organizational performance. In conclusion, we discussed theoretical contributions and managerial implications in details. Limitations and directions for future research are also suggested.

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