팀 효능 지각에 영향을 미치는 구조적 팀 특성 및 고(高)성과 작업 시스템에 관한 연구 : 다층모형을 적용한 분석 = The effects of structural team characteristics and high performance work systems on team potency:A multi-level analysis

국문 초록 (Abstract)

본 연구는 고(高)성과를 창출하는 팀의 구조적 특성을 자세히 살펴봄으로써 어떠한 특성요인이 구성원들의 팀 효능 지각을 높이는가에 대해 알아보는 것을 목적으로 하고 있다. 이에 조직행위(OB)이론과 인적자원관리(HR)이론의 통합적 고찰을 통해 고성과 팀 특성으로 목표명확성, 프로세스 명확성, 구조적 임파워먼트를 선정하였다. 이 세 변수들의 팀 효능에 대한 주효과 검증 및 이들과 효능의 관계에서 조직수준의 성과지원 HR시스템의 조절효과 검증을 위한 가설을 설정한 후 이에 대해 분석하였다.
연구 분석은 서울, 경기지역에 소재한 다양한 업종의 50개 기업과 그 기업들에 속한 117개 팀, 537명의 근로자를 대상으로 설문조사를 통해 실증분석을 하였다. 실증분석 방법은 회귀분석과 다층모형분석의 HLM분석을 통해 가설을 검증하였다.
연구결과, 목표 명확성, 프로세스 명확성, 구조적 임파워먼트 모두 팀 효능에 긍정적인 영향을 미치는 것으로 나타났다. 하지만, 조직 수준의 성과지원 HRM 시스템은 팀의 목표명확성과 효능, 팀의 프로세스와 효능, 팀의 구조적 임파워먼트와 효능의 관계에서 조절효과를 보이지 않았다.
연구결과에 대한 논의를 통해 팀 효능에 영향을 미치는 세 가지 고성과 팀 특성의 중요성이 입증되었다. 한편 조직수준의 성과지원 HR시스템은 고성과 팀 특성요인들과 효능의 관계에서 조절효과를 보이지 않았지만, 팀 효능과의 높은 상관관계를 보였다. 이것은 조직이 성과를 창출할 수 있도록 구성원의 채용 단계부터 평가, 보상, 승진, 교육 훈련에 이르기까지 전략과 연계된 HR활동이 이루어지고 개인의 노력과 창의적 분위기를 지원하는 조직 시스템을 갖추고 있는 경우 대체적으로 팀 효능도 높은 것을 의미한다.
본 연구를 통한 시사점으로 첫째, 팀 효능과 성과를 높이기 위해 팀제 조직을 운영하는 경영자와 관리자들은 전략과 연계한 목표를 구성원들이 명확하게 인식하게 하여 자신과 팀의 정체성 확립에 도움을 주도록 하고 책임감을 높일 필요가 있다. 둘째, 구성원들이 성과를 달성하는 과정과 절차에 관심을 가질 필요가 있다. 조직의 전략과 목표가 분명하더라도 이를 실행하는 구성원 간 협력시스템, 갈등관리 시스템이 갖추어져 있지 않고 성과에 대한 피드백 과정 등이 없다면 조직 내 구성원들의 업무역량 강화를 통한 높은 성과창출은 기대하기 어려울 것이다. 따라서 기업의 경영자들은 구성원들의 과업이 기업 전체의 전략적 과제달성에 연계되는 과정과 목표를 성취하기 위해 구성원들이 그 절차와 방법을 상호 공유할 수 있는 시스템을 갖추도록 노력해야 할 필요가 있다. 셋째, 실패하는 조직의 대부분의 경우 구성원들에게 목표와 책임은 부여하지만 이를 달성하기 위한 권한이나 자율성을 보장하지 않는 경우가 많다. 팀의 관리자나 조직의 경영자들은 소속 구성원들의 업무 효능을 높이기 위한 업무권한, 의사결정 구조, 자율성 등을 업무환경이나 특성을 고려하여 강화해야 할 것이다. 넷째, 팀 내 구성원들의 행위가 성과 지향적으로 동기부여 되기 위해서는 조직 수준에서의 성과지원 HR시스템이 조직 내 모든 팀들의 관행에 채용단계부터 평가 및 보상시스템에 이르기까지 유기적으로 연계되도록 해야 한다. 무엇보다 시스템을 운영하는 HR부서를 비롯한 HR관행의 주체들은 이것이 변화하는 환경에 따라 조직과 팀 고유의 특성에 적합하게 정착되도록 지속적인 관심과 개선노력을 해야 할 것이다.

다국어 초록 (Multilingual Abstract)

The objective of this study is to examine what kinds of team's structural characteristics influencing the perception of employees's team potency(TP) by searching closely all attributes creating high performance in teams. Goal Clarity(GC), Process Clarity(PC), Structural Empowerment(SE) ware selected for high performance team factors in this study through looking into integrated literatures including Organizational Behavior(OB) and Human Resources (HR)
This study investigated GC, PC, SE in a team level and PSHRs (performance support HR system) in an organizational dimension as 4 antecedents of TP.
To verify them, this study used multiple regression model and HLM(Hierarchical Leaner Model as a multi-level model) analysis empirically with a sample of 537 employees working for 117 teams of 50 companies, in South Korea.
The results of this examination showed that GC, PC, SE influenced on TP positively but PSHRs didn't has moderate effects on TP.
By discussing the results the importance of three team characteristics of GC, PC, SE was corroborated by the empirical evidence. Meanwhile, PSHRs showed meaningful relationship with TP on correlation analysis although it didn't show moderate effects. It means that if an organization has a good HR system connected strategy encouraging performance from staffing of employees to evaluation, compensation, promotion, education/training, TP is also high.
This study has some implications for team operation. First, Leaders operating teams and organizations should let employees percept there goals connected strategy clearly and help them establish their identity. Second, Need team leaders not only to have interested in the work process and steps in which employees can accomplish their performance but also make communication systems in which they can share their successful work method and know-how creating high performance. Third, Leaders should strengthen employee's autonomy, authority, participation opportunities in decision making to help employees fulfill their responsibilities after considering their given work characteristics and environment. Last, Organizational HR system should be connected organically into team's every routine in order for employees to be motivated for performance-oriented behavior.

목차 (Table of Contents)

• 1장 서론 1
• 제1절 연구배경 및 필요성 1
• 제2절 연구목적 및 연구범위 2
• 2장 이론적 고찰 3
• 제1절 팀 효과성(effectiveness)에 관한 이론 3
• 1. 팀의 개념과 유형 3
• 2. 팀 효과성의 개념 9
• 3. IPO모형과 IMOI모형 12
• 4. 팀 효과성 선행연구 21
• 제2절 내부적 사회구조에 관한 이론 45
• 1. 공유인식 모델 46
• 2. 호혜성 규범 54
• 3. 역할 규정 63
• 제3절 고성과 업무시스템(HPWS) 70
• 1. HPWS의 개념 70
• 2. HPWS의 구성요인 73
• 3. HPWS의 선행연구 82
• 3장 연구모형 및 가설 87
• 제1절 연구모형 87
• 제2절 가설설정 90
• 4장 연구방법 99
• 제1절 자료수집 및 분석방법 99
• 1. 자료의 수집 99
• 2. 분석방법 100
• 제2절 연구변수의 측정 및 설문지구성 101
• 1. 연구변수의 측정 101
• 2. 설문지 구성 106
• 5장 실증분석결과 107
• 제1절 표본의 특성 107
• 제2절 측정도구의 타당성 및 신뢰도 분석 109
• 1. 개인수준의 분석 109
• 2. 팀 수준의 분석 114
• 제3절 가설검증 116
• 1. 상관관계 분석 116
• 2. 가설검증을 위한 회귀분석 119
• 3. 개인수준의 팀 효능 지각에 대한 HLM 분석 122
• 6장 결론 140
• 제1절 연구결과 요약 및 논의 140
• 1. 연구결과 요약 140
• 2. 연구결과에 대한 논의 141
• 제2절 연구의 함의 및 시사점 143
• 1. 연구결과의 함의 143
• 2. 연구결과의 시사점 144
• 제3절 연구의 한계 및 향후 연구방향 147
• 참고문헌 148
• 설문지 173
• Abstract 177

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