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피인수기업 구성원의 통합과정에 대한 인식이 스트레스 및 조직몰입에 미치는 영향에 대한 연구 - 계층 및 직종 차이를 중심으로 -

A Study on the Effects of Acquired Employees' Perceptions of Integration Processes on Stress and Organizational Commitment - Differences of Hierarchy and Occupational Type -

김기태|최병권|박계두
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2016.03|인적자원관리연구 (Journal of Human Resource Management Research)|제23권 제1호|pp. 69-93|DOI http://dx.doi.org/10.14396/jhrmr.2016.23.1.69

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참고문헌

키워드

스트레스M&A조직몰입stresshierarchy고용안정성분배공정성절차공정성organizational commitmentprocedural justicedistributive justice계층직종job security상사지원승진기회인식leader supportpromotion opportunityoccupational type
주제분류경영학

초록

M&A의 성공 요인으로서 피인수기업 구성원의 인수기업에 대한 호의적인 태도와 행동을 이끌어 내는 인적통합 과정은 중요한 활동이다. 이에, M&A 분야의 선행연구들은 통합이후, 피인수기업 구성원의 통합된 조직에 대한 긍정적 태도 및 행동을 이끌어 내는 요인을 규명하기 위한 연구를 많이 진행해 왔다. 그러나 통합과정에 대한 인식과 그에 따른 태도와 행동이 피인수기업 구성원 모두에게 동일하게 발생하지 않을 수 있으며, 이들의 조직내 특성에 따라 다른 양상으로 발휘될 수도 있다. 이에 본 연구는 M&A 이후 피인수기업 구성원의 통합과정에서 피인수기업 구성원의 통합과정에 대한 인식이 이들의 인수기업에 대한 태도에 미치는 영향이 계층(사원, 관리자)과 직종(사무직, 현장직)에 따라서 어떠한 차이가 존재하는가를 탐색적으로 규명하고자 한다. 선행연구 고찰을 통해 상사지원, 승진기회인식, 고용안정성, 분배공정성, 절차공정성을 통합과정 요인으로 선정하였다. 또한 M&A 이후 통합과정에서 경험하는 스트레스와 통합조직에 대한 몰입이 M&A 성과에 영향을 주는 심리적 변수라는 점에서, 스트레스와 조직몰입을 통합과정 요인이 영향을 미치는 결과변수로 선정하였다. 2000년 후반에 흡수합병을 추진한 국내 통신회사를 연구표본으로 선정하였으며, 설문조사를 통해 713명의 피인수기업 구성원으로부터 연구변수들을 측정하였다. 분석 결과, 첫째, 피인수기업 구성원 전체를 대상으로 한 경우, 스트레스에 대해서는 고용안정성, 분배공정성, 절차공정성이, 조직몰입에 대해서는 상사지원, 고용안정성, 분배공정성, 절차공정성이 유의한 영향을 미치는 것으로 나타났다. 둘째, 계층에 따른 분석결과, 승진기회와 고용안정은 관리자의 스트레스에, 분배공정성은 사원의 스트레스에 부(－)의 영향을 미치는 것으로 나타났다. 또한, 조직몰입의 경우, 고용안정성과 절차공정성은 관리자, 고용안정과 분배공정성은 사원의 조직몰입에 유의한 영향을 주었다. 셋째, 직종에 따른 분석결과, 고용안정성과 분배공정성은 현장직의 스트레스와 조직몰입에 유의한 영향을 미친 반면, 절차공정성은 사무직의 스트레스와 조직몰입에 유의한 영향을 미치는 것으로 나타났다. 본 연구는 피인수기업 구성원의 스트레스와 조직몰입이 동일하지 않으며, 조직 내의 계층과 일의 종류에 따라서 통합과정에 대해 서로 다른 반응을 할 수 있다는 점을 시사하고 있다. 또한 M&A를 추진하는 기업들은 통합과정에서 피인수기업 구성원들의 계층과 직종을 고려하여 차별화된 통합전략 및 커뮤니케이션을 전개해야 한다는 점을 보여주고 있다.

Abstract

An human integration that derives the positive attitudes and behaviors of acquired employees is critical activity for the successful M&A. From this perspective, previous studies have tried to find what factors influence the favorable outcomes in the respect of the acquired employees attitudes and/or behavior toward the acquiring company. However, contrary to the prevailing stance that the effects of acquired employees' perceptions of integration factors are uniform, it is plausible that their perceptions and their influences can be different according to their certain kinds of characteristics. In this respect, this study aims to examine how the influence of acquired employees' perception of integration factors on their attitudes toward the acquiring organization are different in accordance to organizational hierarchies (front-line employee vs. manager) and occupational types (white vs. blue collar). Specifically, through reviewing previous literatures in M&A field, we focus on the leader support, perceived promotion opportunity, job security, distributive justice, and procedural justice, as predictors influencing acquired employees in the process of M&A integration. As attitudinal variables, we select stress and organizational commitment because these psychological variables are well known to be important for M&A effectiveness. Sample was collected from the 716 employees of acquired organization that are merged in the late of 2000s. First, in case of total acquired employees, the results showed that, while job security, distributive justice, and procedural justice are significantly related to stress and commitment, leader support are positively related to only commitment. Second, as to the differences by hierarchy, whereas perceived promotion opportunity and job security are related to only manager's stress, distributive justice are related to only front-line employee's stress. In addition, although job security are positively related to both employee and manager's commitment, procedural justice are related to only manager' and distributive justice is related to only employee's commitment. Third, we found the differences according to the occupational types. Job security and distributive justice are related to blue collar's stress and commitment; procedural justice are related to white collar's stress and commitment. This study contribute to show that acquired employees stress and organizational commitment that are influenced by integration factors are not identical, and are different in accordance their organizational hierarchical and occupational types. In practical aspects, our results show that organizations facing human integration after M&A need to implement the differentiated integration strategy as well as communication by considering what factors are critical to front-line employee or managers and while and blue collar employees. The limitations on measurement and sample and future research directions are discussed.

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