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현장관리자의 리더십, 근로자 참여, 내재적 보상

Transformational Leadership, Employee Involvement, and Intrinsic Rewards

김기태|김동배
한국노동연구원 (Korea Labor Institute)|2015.09|노동정책연구 (Quarterly Journal of Labor Policy)|제15권 제3호|pp. 63-89|DOI 10.22914/jlp.2015.15.3.003

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키워드

transformational leadership내재적 보상근로자 참여employee involvement현장관리자의 리더십intrinsic rewards
주제분류사회과학일반

초록

전략적 인적자원관리의 프로세스 모형에 의하면, 기업이 의도적으로 설계한 인사관행과 라인관리자가 실제로 실행하는 인사관행 간에는 격차가 존재할 수 있다. 본 연구는 2014년 한국의 제조업체 직접부문 생산직 근로자를 대상으로 실시한 설문조사 자료(N=2,220)를 사용하여 일선 현장관리자인 반장의 변혁적 리더십, 근로자 참여, 내재적 보상 간의 관계를 분석하였다. 분석 결과, 근로자 참여는 현장관리자의 변혁적 리더십과 내재적 보상 간의 관계를 부분적으로 매개(partial mediation)하는 것으로 나타났다. 이러한 분석 결과는 라인관리자의 리더십과 실행된 인사관행 그리고 근로자 태도나 행위 간의 관계를 매개관계로 가정하는 선행연구들의 결과들과 일치한다. 한편 본 연구는 현장근로자의 참여는 인사제도나 관행 그 자체뿐 아니라, 직접적으로 접촉하는 현장관리자의 특성에도 많은 영향을 받을 수 있다는 점을 확인하였다는 점에서 기존의 선행연구들과 차별성이 있을 것이다.

Abstract

According to the process model of Strategic Human Resource Management, line managers create the gap between intended/designed HR practices and actual/implemented HR practices. Using survey data from production workers in a Korean manufacturing firm (N=2,220), this study examines the effect of supervisor’s transformational leadership on the employee involvement and intrinsic rewards. We proposed research model that employee involvement would mediate the relationship between supervisor’s transformational leadership and intrinsic rewards. We found that supervisor’s transformational leadership was positively related with employee involvement and intrinsic rewards. We also found that employee involvement partially mediated the relationship between supervisor’s transformational leadership and intrinsic rewards. We suggested the implications of our study and proposed further research questions.

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