상호작용 공정성과 상사-부하 교환관계가 구성원의 태도에 미치는 영향 : 베트남 기업을 대상으로
The Effects of Interactive Justice and Leader-Member Exchange on Employees' Attitudes : Focused on Vietnamese Firms
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초록
본 논문은 베트남기업을 대상으로 상호작용공정성, 상사-부하 교환관계가 이직의도와정서적 몰입에 어떤 영향을 미치는지를 살펴보고자 하였다. 실증분석을 위해 베트남 하노이 시와 타이응웬 시에 소재한 5개 기업 192명의 종업원들을 대상으로 설문지 방법을통해 자료를 수집하였다. 연구주제를 구조방정식모델로 모형화하고, 수집된 자료는 SPSS 20 통계패키지를 이용하여 분석하였다. 연구결과를 보면, 첫째, 상호작용공정성은 상사-부하 교환관계에 정(+)의 영향을 미치는것으로 나타나, 상사와 부하간의 상호작용의 공정성을 지각하게 되면 구성원들은 상사- 부하 간의 교환관계의 수준을 높게 인식하게 된다는 것을 보여주고 있다. 둘째, 상사-부하교환관계는 이직의도에 부(-)의 영향을 미치고 정서적 몰입에 정(+)의 영향을 미치는것으로 나타났는데, 구성원이 상사로부터 지지, 신뢰, 이해, 인정을 받고 효과적 관계를유지하게 되면 조직으로부터 이탈하려는 태도가 약해지고 구성원들의 긍정적인 태도를이끌어낸다는 점을 보여준다. 연구결과는 베트남에 진출하고자 하는 기업들에게 조직 내 공정성을 제고하여 상사-부하교환관계의 질을 높이면 성과 역시 향상될 수 있다는 실천적 함의를 줄 수 있다.
Abstract
The purpose of this study is to investigate the effect of interactive justice and leader-member exchange on turnover intention and affective commitment of Vietnamese firms. For the empirical analysis, this study collected data from 192 employees of five companies in Hanoi and Taiyuanwen City by questionnaire method. The research topic was modeled by the structural equation model, and the collected data were analyzed using the SPSS 20 statistical package. The results of the study are as follows. First, interactive justice has a positive effect on the leader-member exchange. This suggests that if the perception of interactive justice between leaders and members is perceived, the members are highly aware of the level of leader-member exchange. Second, the relationship between leader-member exchange has a negative effect on turnover intention and a positive effect on affective commitment. When a member receives support, trust, understanding, recognition from a supervisor, and maintains an effective relationship with a supervisor, it shows that attitudes to departing from the organization are weakened and lead to a positive attitude of the members. The results of this study can give practical implication to the companies want to advance to Vietnam that increasing the quality of leader-member exchange by enhancing organizational justice can also improve performance.
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