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대인갈등과 피드백 회피행동 : 상사와 국적 차에 따른 비교와 적대적 귀인성향의 조절효과 검증

Relationship between Interpersonal Conflict and Feedback Avoidance Behavior : A Comparison between Korean and Chinese Supervisor Cases and The Moderating Role of Hostile Attributional Style

최하영|강대석|도형기|최월
한국기업경영학회 (Korean Corporation Management Association)|2019.08|기업경영연구 (Korean Corporation Management Review)|제26권 제4호|pp. 141-158

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참고문헌

키워드

관계갈등과업갈등Task conflictRelationship conflict피드백 회피행동적대적 귀인성향Feedback avoidance behaviorHostile attributional style
주제분류경영학

초록

성과관리에 대한 실무적인 관심의 증가로 피드백 회피에 대한 연구가 차츰 늘고 있다. 이와 관련해 기존 연구들은 비인격적 감독, 윤리적 리더십 등 상사와 관한 인식이 피드백 회피행동의 주요 선행요인임을 밝혔다. 하지만 상호간의 갈등 상황이 이 같은 행동에 영향을 미칠 지에 대해서는 의외로 알려진 게 별로 없다. 더구나 글로벌 기업들에서 외국인 상사와의 관계 및 과업갈등과 피드백 회피 간의 관계를 연구한 것은 매우 드물다. 이에 따라 본 연구는 LMX의 관점에서 상사와의 관계 및 과업갈등이 피드백 회피행동에 끼치는 영향을 검토하고자 했다. 뿐만 아니라 이들 간의 관계가 상사의 동일국적 여부에 따라 차이가 있는지와 함께 적대적 귀인성향의 조절효과도 규명하고자 했다. 연구에 사용된 데이터는 각각 3개의 중국 현지 은행과 한국계 은행에 근무하는 418명의 직원들로부터 획득했다. 분석결과, 피드백 회피행동에 대해 관계 및 과업갈등은 정(+)의 영향을 보였으며 상사의 국적별로도 유의한 차이가 있었다. 한편 직원들의 적대적 귀인성향은 두 가지 유형의 갈등과 피드백 회피행동 간의 관계를 각각 조절했으나 중국인 직원-상사일 때와 달리 한국인 상사에서는 그 효과가 유의하지 않았다. 이러한 발견은 과업갈등도 관계갈등처럼 가급적 낮은 수준으로 유지해야 하며, 직원들의 문화적 배경이나 적대적 귀인성향으로 인해 그 부정적인 영향력이 더 커질 수 있음을 시사한다.

Abstract

Much practical attention has been paid to performance management with an increasing research on feedback avoidance behavior. Extant literature has identified a several types of predictors for feedback avoidance behavior, including abusive supervision and ethical leadership. However, there still remains a gap between relationship/task conflict and feedback avoidance behavior. Moreover, few studies have looked at the relationship between foreign superiors' relationship/task conflict and subordinates’ feedback avoidance behavior in global companies. To address this issue, we hypothesized that (a) relationship and task conflict relates positively with subordinates’ feedback avoidance behavior, (b) there are significant differences in the above-mentioned relationships depending on supervisors’ nationality (China/Korea), and (c) hostile attributional style would moderate the relationships. Participants included 418 employees across 3 Chinese bank and 3 Korean bank located in China. The results of analyses indicated that relationship and task conflict had a positive impact on feedback avoidance behavior. Regarding moderation, hostile attributional style exacerbated the relationship between relationship/task conflict and feedback avoidance behavior only in the Chinese samples. These findings imply that both relationship and task conflict should be prevented and the negative influence of the two types of conflict can be stronger due to employees’ cultural background and hostile attributional style.

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