기업근로자의 이직의도와 프로티언 경력태도, 경력관리행동, 일 몰입의 관계
The Relationship among Turnover Intention, Protean Career Attitude, Career Management Behavior and Work Engagement of Employees in Korea
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참고문헌
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초록
이 연구의 목적은 프로티언 경력태도와 경력관리행동 그리고 이직의도 간의 관계를 밝히고, 이를 중재하는 변인으로 일 몰입의 매개효과를 확인하는 것이다. 기업근로자 358명이 응답한 설문자료를 활용하여 각 변인의 기술통계, 상관관계를 분석하고 Process Macro의 6번 모형을 활용하여 매개효과를 분석하였다. 연구를 통해 도출된 결과는 다음과 같다. 첫째, 프로티언 경력태도가 이직의도에 미치는 직접효과는 유의하지 않은 것으로 나타났다. 둘째, 프로티언 경력태도와 이직의도의 관계에서 경력관리행동과 일 몰입은 완전 매개하는 것으로 나타났으며, 경력관리행동의 매개효과는 정적으로 유의하였고 일 몰입의 매개효과는 부적으로 유의한 것으로 나타났다. 셋째, 프로티언 경력태도가 경력관리행동, 일 몰입을 매개하여 이직의도에 미치는 이중매개효과도 유의한 것으로 나타났다. 즉, 개인의 주도성을 강조하는 새로운 경력태도인 프로티언 경력태도는 경력관리행동을 통해 이직의도를 높이기도 하나 이직의도에 부적인 영향을 미치는 일 몰입에도 함께 영향을 미쳐 결과적으로 이직의도를 낮출 수 있음을 확인하였다. 따라서 조직은 조직구성원들의 주도적인 경력개발 태도와 행동을 지원하는 동시에 조직구성원의 일 몰입을 향상시킬 수 있도록 보다 정교한 지원과 개입 방안 설계를 고려할 필요가 있다.
Abstract
The purpose of this study is to clarify the relationship among protean career attitude, career management behavior, and turnover intention and to confirm the mediating effect of work engagement. Using the questionnaire data answered by 358 employees among the various Korean companies, the descriptive statistics, the correlations between variables, and the mediating effect were analyzed using SPSS and the sixth model of Process Macro. The results were shortened as follows. First, it was found that the direct effect of protean career attitude on turnover intention was not significant. Second, it was found that career management behavior and work engagement were completely mediated in the relationship between protean career attitude and turnover intention. Third, it was found that the double mediation effect of career management behavior and work engagement in the relationship between protean career attitude and turnover intention was also significant. In other words, protean career attitude, a new career attitude that emphasizes individual initiative, increases turnover intention through career management behavior, and affects work engagement that negatively affects turnover intention could eventually reduce turnover intentions. Therefore, the organization needs to consider designing more sophisticated support and interventions to support career development attitudes and behaviors and improve the employees' work engagement simultaneously.
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