조직공정성 인식과 조직유효성의 관계에 관한 실증적 연구 : 중소기업과 대기업 비교를 중심으로

다국어 초록 (Multilingual Abstract)

ABSTRACT
An Empirical Study on the Organizational Justice Perception and the Organizational Effectiveness Relationship

-Focus on Comparison of Small and Medium Enterprise / Large Enterprise-


Lim, Tae-Seong
Advisor: Prof. Jun, Eui-Cheon Ph. D.
Department of Trade
Graduate School of Chosun University

In modern days, companies try to develop new organizational structure, system, and methods that fit with the change of time and environment in order to get maximum profit. Moreover, high quality of manpower with intellectual basis is emphasized more than ever. Therefore, there are high competitions to recruit top talent human resources. Most competent people with high ability tend to work at large enterprises and it weakens the competitiveness of the national industry. Why those highly qualified people like to work at the large companies? There might be many reasons but it is the fact that the society has a tendency of favor to work to at large enterprises and there are big economic differences. Therefore, people want to work at large enterprises rather than small and medium enterprises. There are many cases that even employees at small and medium enterprises move to large enterprises when they get an opportunity.
A solution to theses problems is to increase employees’ satisfaction level for their work and attachment to their organization. Many researches have been focused on the method to increase valid variables such as job satisfaction and organization commitment in large enterprises. However, the research on small and medium enterprises has not been done sufficiently. Through many researches, it has deduced that determinants for job satisfaction and organization commitment would be different by structural or institutional traits of large or small and medium enterprises.
Small and medium enterprises and large enterprises would have different managerial approach for human resource system. These differences would make problems with fairness in employees. The recognition on fair institution and operation system would give positive influence into the employee’s job performance and result-oriented behavior in aspect of behavioral science. Therefore, it is emphasized that we should define how employees recognize about the justice of human resource management system and the factors that affect the recognition of fairness in the organization. Moreover, I would like to look at some factors that affect job satisfaction and organization commitment as organizational effectiveness. I would also consider the differences between large enterprises and small and medium enterprises in aspect of the recognition of fairness. Therefore, I would deduce a development direction of human resource management system in large enterprises and small and medium enterprises.
First, I would look systematically at the recognition on fairness of human resource management system by employees. Companies struggle to recruit highly qualified people and small and medium companies face with high turnover rate. Therefore, it becomes more important to secure excellent employees with ability by proposing motivation and inducement after recruiting them.
Second, I would like to look at the correlation between recognition of organizational justice and organizational effectiveness regarding human resource management system. This research would provide an implication to set a standard to increase fairness in human resource management system, and a guideline to design and manage human resource management system that is differentiated with small and medium enterprises and large enterprises.
Third, I would like to contribute to theoretical establishment about fairness through systematic research on organization justice. In western countries, some researches have reported that distribution fairness is a problem with individual’s recognition and more directly affecting to job satisfaction but, process fairness is a problem with inter-organization relations and more directly affecting to organization commitment. However, these results may not be suitable for Korean employees due to different cultural vale and recognition of social norm. Therefore, this research could contribute to theoretical establishment of organizational justice research that fits with Korean organization.

목차 (Table of Contents)

• 목 차
• ABSTRACT
• 제 1 장 서론 1
• 제 1 절 연구목적 1
• 제 2 절 연구범위 및 방법 3
• 제 2 장 이론적 배경 5
• 제 1 절 인사제도의 변천과 신인사제도 5
• 1. 1950~60년대의 인사제도 및 관행 5
• 2. 1970~80년대의 인사제도 및 관행 6
• 3. 1990년대의 인사제도 및 관행 7
• 4. 1997년 이후의 최근 신인사제도 및 관행 8
• 제 2 절 조직공정성 12
• 1. 공정성연구의 접근 12
• 1) 조직공정성의 개념 12
• 2) 조직공정성의 접근 16
• 2. 조직공정성 인식의 영향요인 23
• 1) 개인실리모델 24
• 2) 집단가치모델 26
• 3) 비교평가 29
• 제 3 절 조직유효성 30
• 1. 조직유효성의 개념 30
• 2. 조직유효성의 평가요소 32
• 1) 직무만족 33
• 2) 조직몰입 36
• 제 4 절 인사시스템의 조직공정성과 조직유효성 42
• 1. 인사시스템 42
• 1) 평가시스템 42
• 2) 보상관리시스템 44
• 3) 승진관리시스템 44
• 2. 인사시스템과 조직공정성 45
• 3. 조직공정성 인식과 조직유효성 47
• 제 3 장 연구설계 50
• 제 1 절 연구모형 50
• 1. 연구대상 50
• 2. 연구모형설정 50
• 3. 연구가설 51
• 제 2 절 변수의 조작적 정의 및 측정 52
• 1. 독립변수 52
• 1) 분배공정성 52
• 2) 절차공정성 52
• 2. 결과변수 53
• 1) 직무만족 53
• 2) 조직몰입 53
• 제 3 절 조사방법 54
• 1. 자료수집 54
• 2. 분석방법 55
• 3. 측정도구의 신뢰도 검사 및 타당도 검증 55
• 1) 신뢰도 검증 55
• 2) 타당도 검증 56
• 3) 상관관계 58
• 제 4 장 실증분석 60
• 1. 빈도분석 60
• 2. 교차분석 64
• 3. 회귀분석 90
• 제 5 장 결론 96
• 참고문헌 99
• 부록(설문지) 106