고용조정을 경험한 조직에서 사원들이 느끼는 고용불안과 신뢰 그리고 직무성과의 관계에 관한 연구 = 신뢰의 조절효과를 중심으로

다국어 초록 (Multilingual Abstract)

A firm generally breaks the psychological contract with its employees in the course of corporate downsizing. The employees` feelings of trust with the firm and with the managers also drastically change in that process. There has been few empirical research testing the role of trust that survivors may have with their managers after downsizing although many studies have investigated the effects of corporate downsizing on the reactions of survivors. The level of trust between the firm and the employees may moderate or mediate the relationship between job insecurity and job performance after the downsizing process. With high level of trust between them, the negative effect of job insecurity on job performance may be reduced. This paper examines the relationships among the job insecurity, trust in management, and job performance of survivors after the corporate downsizing. A data was collected from 307 respondents in five financial institutions in Korea which implemented downsizing recently. Two of dependent variables, job performance and organizational citizenship behavior, were collected from the respondents’ supervisor to avoid consistency bias and common method variance. The results show that job insecurity that survivors felt after downsizing is negatively related to their trust and organizational commitment. But contrary to the hypothesis, the relationship between the job insecurity and their job performance appeared positively. Further, trust in management moderated the relationship between the perceived job insecurity and survivors` subsequent reactions. That is. the trust moderated negatively the relationship between job insecurity and organizational commitment, but the trust moderated positively the relationship between job insecurity and job performance. The implication of these findings are discussed as follows. First, the importance of trust is confirmed again as earlier research mentioned. The level of trust positively influence job performance and organizational citizenship behavior after the downsizing process. This implies `trust management` is important factor to induce employee’s high commitment and high performance in these downsizing era. Second implication is from the positive relationship between job insecurity and job performance. This relationship was also found in earlier studies. The employees may work harder after the downsizing process because they do not have alternative jobs. Also, employees with lower trust level show relatively higher commitment and performance than employees with higher level. The absolute level of commitment and performance, however, is lower for employees with low trust level. In sum, the company needs to improve trust level of employees to have long term performance enhancement. This study has the following limitations. First, the data were collected from employees in financial institutions not in various organizations. Information on job performance is based on the memory of employee`s supervisor, not based on reliable measures. Second, information on employee`s economic dependence on the company or the possibility of job change was not collected. This information might have allowed broader interpretation of empirical results.

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