참여적 작업관행, 현장관리자의 역할, 조직성과
The Relationships among Participatory Work Practices, Shop Floor Manager's Role, and Organizational Performance
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초록
참여적 작업관행이 현장관리자에 미치는 영향과 참여적 작업관행이 조직성과에 미치는 영향은 각각 별개 분야로 연구가 진행되어왔다. 본 연구에서는 두 부류의 연구를 결합하여 참여적 작업관행이 현장관리자의 개발업무비중 증가를 낳고 이는 다시 조직성과를 높인다는 매개모형을 검증하였다. 이를 위해 283개의 사업체 및 849명의 현장관리자 표본으로 구성된 한국노동연구원(2008)의 “노무관리부문의 역할 및 역량 실태조사” 자료를 사용하여 참여적 작업관행, 현장관리자의 역할, 조직성과간의 관계를 분석하였고, 이와 함께 조절된 매개모형을 설정하여 노동조합과 연구개발 집약도의 조절효과를 분석하였다. 분석결과 참여적 작업관행과 조직성과간의 관계를 현장관리자의 개발업무 비중이 부분매개 하는 것으로 나타났다. 어떤 조건에서 이러한 관계가 강하게 또는 약하게 나타날 것인가와 관련해서 조절변인을 분석한 결과 노동조합은 현장관리자의 개발업무 비중과 조직성과간의 관계를 정(+)적으로 조절하는 반면, 지식집약도의 지표인 연구개발 집약도는 참여적 작업관행과 현장관리자의 개발업무 비중을 부(-)적으로 조절하는 것으로 나타났다
Abstract
Researchers have studied separately about the impact of participatory work practices on the shop floor manager's role and about the impact of participatory work practices on organizational performance. By integrating two studies, this study examines the mediated effect that participatory work practices improve shop floor manager's development role and then shop floor manager's development role improve organizational performance, and the moderated effects by union and R&D intensity using a sample of 283 companies and 849 shop floor managers. Results of regression analysis indicate that participatory work practices are indirectly related to organizational performance through the partial mediating effect of the shop floor manager's role. Results of study also indicate that the relationship between shop floor manager's development role and organizational performance is moderated positively by union, and that the relationship between participatory work practices and shop floor manager's development role is moderated negatively by R&D intensity. Implications, limitations, and future research directions are also discussed.
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