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팀 맥락에서의 서비스 종업원의 상대적 상사ㆍ부하 교환관계와 교환관계의 차별화

Relative LMX and LMX Differentiation in Service Team Context

윤만희
한국전략마케팅학회 (Korean Strategic Marketing Association)|2017.09|마케팅논집(Journal of Marketing Studies) (Journal of Marketing Studies)|제25권 제3호|pp. 27-42|DOI http://dx.doi.org/10.21191/jms.25.3.02

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참고문헌

키워드

자기효능감Self-Efficacy서비스 수행Service Performance상대적 상사․부하 교환관계교환관계 차별화Relative LMXLMX Differentiation

초록

본 연구는 서비스 종업원이 팀 작업 상황에서 상사와 갖는 상대적 상사․부하 교환관계(Relative LMX)가 그들의 태도와 행동에 어떠한 영향을 미치는가를 분석하였다. 종업원의RLMX와 서비스수행 사이의 관계를 연결하는 자기효능감의 매개 역할과 매개 과정에 영향을 미치는 팀의 상황요인 상사․부하 교환관계 차별화(LMXd, LMX differentiation)를 검토하였다. 호텔 레스토랑 종업원을 대상으로 계층적 선행모델과 조절 경로분석을 실시한 결과 제시한 가설 모두 지지되었다. 자기효능감은 RLMX와 서비스 수행의 관계를 완전 매개하였으며, LMXd는 RLMX의 자기효능감에 미치는 영향을 조절하였다. 자기효능감의 매개효과는 팀차원의 상황요인 LMXd의 수준에 따라 유의한 차이가 나타났다. 서비스 관리자는 특정 부하직원에 대한 차별적 선대가 부하의 서비스 실적으로 직결되지 않는다는 점을 인식해야하며, 부하 직원들과의 공평한 관계에 초점을 둔 작업환경을 조성하도록 노력할 필요가 있다. RLMX 효과에 대한 대안적 작동메커니즘과 미래 연구를 위한 다양한 제언을 하였다.

Abstract

This study examines how service employees’ perceptions of relative leader-member exchange (RLMX) within the workgroups and team-level differentiation of LMX may influence their service performance. A multi-level moderated-mediation model was proposed to explain a psychological process linking RLMX to service performance at the individual level with the mediation of self-efficacy, moderated by the social contexts like the team-level differentiations of leader-member exchange. Data were collected from 467 service employees working in seven restaurants in South Korea. Hierarchical linear modeling (HLM) results showed that RLMX has significant effect on self-efficacy, which in turn have positive impact on employees’ service performance. Self-efficacy fully mediated the relationship between RLMX and service performance and the team-level differentiations in LMX had significant interactive effects with RLMX on self-efficacy. A moderated path analysis showed that LMX differentiation also moderates the indirect effects of RLMX on service performance. Service management should be aware that better boss treatment does improve employees’ service performance through mediation process, not simply directing to superior performance. Management should attempt to foster a work environment focused on the equality relationship with subordinates for facilitative mediation processes. In examining the psychological mechanisms underlying the relationship between RLMX and service performance, this study considered self-efficacy for motivational mediator and expanded the condition boundary for the mediation by considering the team-level differentiations in vertical exchange (LMX).

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