개인-조직 적합성과 직무태도 간 관계에서 프로세스 갈등의 매개역할

The primary purpose of this study is to identify the existence of a mediating variable that was not clearly studied in the area of person-organization fit(P-O fit). Based on the literature review, we added and tested ‘process conflict’ as a mediating variable in the causal relationship model between P-O fit and individual attitudes(i.e., organizational commitment, job satisfaction, and turnover intention). Hypotheses. H1: As the P-O fit (perceived by an individual) increases, the level of process conflict (perceived by an individual) decreases. H2-1: As the level of process conflict (perceived by an individual) decreases, individual’s level of organizational commitment increases. H2-2: As the level of process conflict (perceived by an individual) decreases, individual’s level of job satisfaction increases. H2-3: As the level of process conflict (perceived by an individual) decreases, individual’s level of turnover intention decreases. Sample. After deleting the questionnaire that has any unanswered items, data from 1,918 employees of a commercial bank in South Korea were analyzed though 3,302 individuals responded when a questionnaire was distributed to 6,000 employees of the bank. Measures. P-O fit was measured with a view of ‘needs-supply fit’ via OCAI(Organizational Culture Assessment Inventory) of Cameron and Quinn(1999). Process conflict was measured after a slight modification of the three items used by Shah and Jehn(1993). Organization commitment was narrowly defined as affective commitment, and was measured via three items developed by Meyer, Allen, and Smith(1993). Job satisfaction was measured via five items of JDI developed by Smith, Kendall, and Hullin(1969). Turnover intention was measured via three items developed by the authors. All items were measured by 5-point Likert scales. Cronbach’s of independent variables were in-between .61 and .87, while that of mediating and dependent variables were in-between .75 and .88. Result. This study focuses on the uses of alternative methodological approaches instead of often-used but criticized ‘difference score’ in measuring P-O fit. Polynomial regression and response surface analysis have been used to test the significance of P-O fit effects. Results showed independent and reciprocal effects of each perceived individual and organizational variables which could not be identified by previously-used difference scores. Results in sum supported the model and its related hypotheses. Partial mediating effects of process conflict were identified since both direct and indirect effects of P-O fit have been observed.