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Job-Calling, Work Engagement and Proactive Behavior - The Joint Mediating Effects of Organizational Based Self-Esteem -

서문교|권인수
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2017.09|인적자원관리연구 (Journal of Human Resource Management Research)|제24권 제3호|pp. 1-19

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참고문헌

키워드

직무열의work engagementproactive behavior주도적 행동조직기반자긍심job-callingorganizational based self-esteem직무소명
주제분류경영학

초록

This study is empirical research about a mediating effect of organizational based self-esteem in relation with job-calling consciousness and proactive behavior and figuring out the relationship between work engagement and proactive behavior by analyzing the studies of job-calling consciousness up until now. The study has basically three purposes. First, the study is to identify the relationship of organizational based self-esteem with job-calling consciousness as a precedence factor. Second, the study tries to figure out the relationship between job-calling consciousness, work engagement and proactive behavior which affect organizational behaviors. Third, the study verified a mediating effect of organizational based self-esteem in relation with work engagement, proactive behavior and its precedence factor. The study collected data from employees of companies located in metropolitan areas like Seoul and analyzed surveys from 211 respondents. The results are as follow. First, job-calling consciousness had a positive effect on the organizational based self-esteem. Second, job-calling consciousness had a positive effect on work engagement when considering the relationship between job-calling consciousness and work engagement, a dependent variable. Third, job-calling consciousness had a positive effect on proactive behavior. Fourth, organizational based self-esteem works as a partial mediator when it comes to the relationship between job-calling consciousness, work engagement and proactive behavior. The study has three implications. First, it is necessary to hire employees that fit job-calling consciousness or enhance organizational identification by job-calling consciousness development. Second, it is necessary to develop potential ability and consciousness because employees can devote passion, effort and energy as they find meanings from their work. Third, it is necessary to hire employees prioritizing job-calling consciousness in a hiring process especially for R&D sectors and sectors that are sensitive to environmental changes. Lastly, the study found out that organizational based self-esteem such as trust and belief plays a crucial role in enhancing intrinsic motivation variables such as work engagement and proactive behavior.

Abstract

This study is empirical research about a mediating effect of organizational based self-esteem in relation with job-calling consciousness and proactive behavior and figuring out the relationship between work engagement and proactive behavior by analyzing the studies of job-calling consciousness up until now. The study has basically three purposes. First, the study is to identify the relationship of organizational based self-esteem with job-calling consciousness as a precedence factor. Second, the study tries to figure out the relationship between job-calling consciousness, work engagement and proactive behavior which affect organizational behaviors. Third, the study verified a mediating effect of organizational based self-esteem in relation with work engagement, proactive behavior and its precedence factor. The study collected data from employees of companies located in metropolitan areas like Seoul and analyzed surveys from 211 respondents. The results are as follow. First, job-calling consciousness had a positive effect on the organizational based self-esteem. Second, job-calling consciousness had a positive effect on work engagement when considering the relationship between job-calling consciousness and work engagement, a dependent variable. Third, job-calling consciousness had a positive effect on proactive behavior. Fourth, organizational based self-esteem works as a partial mediator when it comes to the relationship between job-calling consciousness, work engagement and proactive behavior. The study has three implications. First, it is necessary to hire employees that fit job-calling consciousness or enhance organizational identification by job-calling consciousness development. Second, it is necessary to develop potential ability and consciousness because employees can devote passion, effort and energy as they find meanings from their work. Third, it is necessary to hire employees prioritizing job-calling consciousness in a hiring process especially for R&D sectors and sectors that are sensitive to environmental changes. Lastly, the study found out that organizational based self-esteem such as trust and belief plays a crucial role in enhancing intrinsic motivation variables such as work engagement and proactive behavior.

참고문헌 (47)

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