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상사의 이직의도가 부하의 이직의도에 미치는 영향: 이직의도, LMX, POS의 상호작용 효과를 중심으로

The Effect of Supervisor's Turnover Intention on Subordinate's Turnover Intention: Interaction Effect between Turnover Intention, LMX and POS

곽원준|이진복
한국기업경영학회 (Korean Corporation Management Association)|2017.06|기업경영연구 (Korean Corporation Management Review)|제24권 제3호|pp. 117-136

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참고문헌

키워드

조절효과이직의도Turnover IntentionLMX조직지원인식삼원 상호작용 효과POS상사-부하관계Three-way Interaction
주제분류경영학

초록

본 연구에서는 상사의 이직의도가 부하의 이직의도에 미치는 영향과 상사의 이직의도와 부하의 이직의도 사이의 관계에 미치는 상사-부하관계(LMX)와 조직지원인식(POS)의 상호작용효과를 조사하였다. 자료 수집을 위하여 상사의 이직의도를 측정하기 위한 상사용 설문지와 부하의 이직의도 및 관련 변수를 측정하기 위한 부하용 설문지를 구성하였으며 상사 1명 당 부하 1명을 쌍으로 연결하여 설문을 진행했다. 일반 영리기업에 다니는직원을 대상으로 설문을 진행한 결과 총 107쌍의 설문이 자료 분석의 대상이 되었다. 먼저 상사의 이직의도가부하의 이직의도에 정(+)의 영향을 미침을 확인하였다. 또한, 상사-부하관계(LMX)의 질이 높을수록 상사의 이직의도가 부하의 이직의도에 더 강한 영향을 미치는 것을 확인하였다. 나아가 상사-부하관계의 질에 의해 조절되는 상사와 부하의 이직의도 관계가 조직지원인식에 의하여 또한 조절됨을 확인하였다. 구체적으로, 조직지원인식을 낮은 수준으로 지각하고, 상사-부하관계의 질이 높을 때 상사의 이직의도가 부하의 이직의도에 미치는영향이 가장 강한 것으로 확인되었다. 연구결과 및 시사점과 함께 향후 연구 과제를 논의하였다.

Abstract

Employee turnover increases costs of selection and training, and causes adverse effects on organizational effectiveness. Researchers have examined antecedents and processes of employee turnover and have attempted to find factors that prevent employees from leaving their organizations. The present study investigated how supervisors’ turnover intention would influence subordinates' turnover intention and how Leader-Member Exchange Perceived Organization Support would moderate the relationship between supervisor and employee turnover intention. The data for the study were collected through a paper-based survey toward 300 pairs of employees in private companies located in South Korea (each supervisor was paired with a subordinate). In total, 107 paired survey respnoses were collected and used for data analyses. The results were provided such that there was a positive relationship between supervisor turnover intention and employee turnover intention. This suggested the positive moderating effects of LMX on the supervisor-employee turnover intention relationship, while there was no significant moderating effects of POS. This positive relationship was found to be stronger when LMX was higher. Finally, when the three-way interactive effects of supervisor turnover intention, LMX, and POS on employee turnover intention was examined, it was found that the supervisor-employee turnover intention relationship was strongest when LMX was higher and POS was lower. This study contributes to the current literature by shedding light on how supervisors’ turnover intention coupling with employees’ social exchange relationships on the job would jointly influence their own turnover intention, based on theoretical foundations of social exchange and social information theory. As practical contributions, first, given the effects of supervisor turnover intention on employee turnover intention, companies which desire to reduce employee turnover intention might need to reduce supervisor turnover intention. Our results also provide an interesting solution to prevent supervisor turnover intention from affecting employee turnover intention. When POS was high, supervisor turnover intention was found to be not a significant determinant of employee turnover intention. This suggests that, even when supervisors intended to quit their job, companies may keep employee turnover intention to be low as long as having those employees develop a good relationship with their organizations. This study explains process how supervisor's intention(or attitude) affects subordinate's intention(or attitude), based on SIP(Social Information Processing Theory), and examines two-way interaction between Supervisor's turnover intention and LMX(Leader-Member Exchange), further, three-way interaction between supervisor's turnover intention, LMX and POS(Perceived Organization Support).

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