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상사와 부하의 교환관계 - 유인과 기여의 두 가지 모형에 대한 검증 -

Exchange Relationships between Supervisors and Subordinates - An Investigation of two Models of Inducements and Contributions -

김경수|양동민|프레드댄스로
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2014.12|인적자원관리연구 (Journal of Human Resource Management Research)|제21권 제5호|pp. 1-25|DOI http://dx.doi.org/10.14396/jhrmr.2014.21.5.1

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참고문헌

키워드

조직 내 교환직무로부터의 유인직무에 대한 기여상사로부터의 유인부하의 기여exchange in organizationinducements from the jobcontributions to the jobinducements from the supervisorcontributions of the subordinate
주제분류경영학

초록

본 연구는 조직 내 교환관계에서 부하에게 제공되는 다수의 보상원천에 대해 상사와 부하가 이것을 다양한 원천이라고 지각하는가 아니면 동일한 원천이라고 지각하는가에 대한 질문에 답하기 위하여 수행되었다. 이러한 물음에 답하기 위하여 먼저 상사로부터 많은 보상을 제공받는다고(상사로부터의 유인) 지각하는 부하들은 그들의 상사를 만족시킬 수 있는 성과를 보일 것(부하의 기여)이라는 가설 1을 설정하였다. 둘째, 직무로부터 많은 보상을 제공받는다고(직무로부터의 유인) 지각하는 부하들은 직무를 수행하는데 더 많은 시간과 에너지를 기울일 것(직무에 대한 기여)이라는 가설 2를 설정하였다. 이러한 두 가지 가설은 조직 내 교환관계에서 상사와 직무로부터의 보상에 대해 상사와 부하가 다양한 보상원천이라고 지각하는 것을 의미한다. 이러한 견해와는 반대로 상사와 부하가 다양한 보상원천을 동일하다고 지각하는 경우 상사로부터의 보상과 상사를 만족시킬만한 성과의 제공 그리고 직무로부터의 보상과 직무에 대한 시간과 노력의 투입이 하나의 네트워크를 이룬다는 가설 3을 설정하였다. 이와 더불어 상사는 상사-부하 간 유인과 기여와 직무로부터의 유인과 기여를 구별하지 않는 반면, 부하는 상사-부하 간 유인과 기여, 직무로부터의 유인과 기여를 구별할 것이란 가설 4를 설정하였다. 10명의 상사와 76명의 부하를 대상으로 세 차례에 걸친 상사와 부하의 응답 각각을 분석한 결과 부하들은 상사-부하 간 유인과 기여와 직무로부터의 유인과 기여를 각각 구별하는 것으로 나타난 반면 상사는 상사-부하 간 유인과 기여와 직무로부터의 유인과 기여를 구별하지 않는 것으로 나타났다. 이러한 결과는 본 연구에서 제시한 가설 4가 뒷받침되었다는 것을 보여준다. 결론부분에서는 본 연구결과가 가지는 의미를 상사의 관점, 부하의 관점, 그리고 상사와 부하의 관점으로 구분하여 논의가 이루어졌다. 특히 상사의 관점에서 상사들이 유인과 기여의 두 가지 모형을 구분하지 않는 이유를 후광효과(halo effect) 측면에서 논의하였으며 본 연구가 가지는 한계점과 추후 연구방향에 대한 논의 역시 이루어졌다.

Abstract

In this paper, we investigated the relationship between two types of inducements and contribution models in organizations. First, we hypothesized that subordinates who perceive their supervisor as offering them more rewards (inducements) perform in ways that satisfy the supervisor (contribution). Second, we hypothesized that subordinates who perceive more rewards (inducements) from their job exert more time and energy on the job (contribution). Finally, we hypothesized that subordinates distinguish between the rewards and effort related to the job and those related to the supervisor, while supervisor doesn't distinguish between the rewards and effort related to the job and those related to the supervisor. The results from analysis of data collected from the housing division of a large public university supported both views based on supervisors’ and subordinates’ reports. Subordinates, however, distinguished between the rewards and effort related to the job and those related to the supervisor. In contrast, supervisors viewed their inducements-contributions relationship with their subordinates as related to their subordinates’ task-oriented inducements and contributions. The self-serving nature of the supervisor’s view is discussed within the rubric of halo effects.

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