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조직구성원의 직무배태성이 조직잔류에 미치는 영향

A Study On The Effects Of Job Embeddedness On Staying In Organization

조영복|곽선화|류정란
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2008.11|인적자원관리연구 (Journal of Human Resource Management Research)|제15권 제1호|pp. 173-200

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참고문헌

키워드

조직시민행동조직동일시직무배태성job embeddednessOCBorganizational identification자발적 이직의도voluntary turnover intention조직잔류
주제분류경영학

초록

본 연구는 서울·경남·부산에 소재하는 기업체 종업원 255명을 대상으로 조사한 설문에 근거하여 기업조직 내에서의 조직구성원의 직무배태성이 조직 잔류(자발적 이직의도, 조직 동일시)에 미치는 영향에 관해 규명하고 이러한 관계 속에서의 조직시민행동의 매개역할을 실증하고자 하였으며 다음과 같은 결과를 얻었다. 첫째, 조직구성원들의 직장 내 직무배태성과 조직시민행동은 정(+)의 관계를 나타내었다. 직장 내 직무배태성의 구성요소별로 살펴보면, 조직에 대한 적합성과 조직에 대한 개인연계, 조직에 대한 희생이 높을수록 조직시민행동에 긍정적인 영향을 주었으며, 연계 중 대인연계는 유의하지 않은 것으로 나타났다. 둘째, 조직구성원들의 조직시민행동이 높을수록 조직구성원들의 자발적 이직의도는 감소하며, 조직 동일시는 높아지는 것으로 나타났다. 특히, 자발적 이직의도에는 스포츠맨십과 시민정신 등이, 조직 동일시에는 시민정신, 이타 등이 큰 영향을 미치는 것으로 나타나, 공통적으로 조직시민행동의 요소 중 참여행동으로써 조직 내 활동에 관심을 갖고 적극 참여케 하는 시민정신이 조직 동일시를 높이고 자발적 이직의도를 낮추는데 크게 기여함을 볼 수 있다. 셋째, 조직구성원의 조직시민행동은 직장 내 직무배태성이 조직 잔류(자발적 이직의도, 조직 동일시)에 미치는 영향에 매개 작용을 하는 것으로 나타났다. 적합성과 자발적 이직의도 사이에서 부분매개를, 적합성과 조직 동일시 사이에서 부분매개를 하였으며, 연계와 자발적 이직의도, 조직 동일시 사이에서 모두 완전매개를 하였다. 또한 희생과 자발적 이직의도, 조직 동일시 사이에서는 모두 부분매개를 하는 것으로 나타났다. 이러한 본 연구결과를 토대로 시사점과 연구한계, 향후 연구방향 등을 제시하고 있다.

Abstract

The organizational costs of leaving a job are often very high. It is not surprising, then, that employee retention has the attention of top-level managers in today's organizations. Recently, Mitchell, Holtom, Lee, Sablyski, and Erez(2001) focused on why people stay rather than on how they leave. In particular, they drew attention to the reasons people stay through their job embeddedness construct. Reflecting the idea of people's being “situated or connected in a social web,” embeddedness has several key aspects: (1) the extent to which people have links to other people or activities, (2) the extent to which their jobs and communities fit other aspects in their “life spaces,” and (3) the ease with which links could broken－what they would give up if they left their present settings. Mitchell and his coauthors called these three dimentions links, fit, and sacrifice, respectively, and they are important both on and off the job. Mitchell and his colleagues(2001) provided initial empirical support for job embeddedness. They aggregated job embeddedness correlated with intention to leave and predicted subsequent voluntary turnover. More recently, According to Lee, Mitchell, Sablynski, Burton & Holtom(2004), job embeddedness was disaggregated into its two major subdimensions, on-the-job (that is, organizational fit, links, and sacrifice) and off-the-job embeddedness (that is, community fit, links, and sacrifice). They revealed that off-the-job embeddedness was significantly predictive of subsequent “voluntary turnover”. Also, they revealed that on-the-job embeddedness was significantly predictive of “organizational citizenship”. They predicted that employee withdrawal occurs over time, with a decision about performing preceding a decision about participating. On the basis of situational and theoretical backgrounds as above, the purpose of this study is to examine the relationship between on-the-job embeddedness and voluntary turnover intention, organizational identification in Korean employees and the mediating effect of organizational citizenship behavior in that relationship. To empirical study for test, 300 structured questionnaires were distributed to Korean employees in Seoul, Busan, and Gyeongnam, Korea. 255 were analyzed finally. The results revealed that individuals' fit, links to the organization and organization-related sacrifice significantly had negative effects on voluntary turnover intention and positive effects on organizational identification and that organizational citizenship behavior mediated the relationship between on-the-job embeddedness and voluntary turnover intention, organizational identification.

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