보상공정성에 대한 인식이 직유효성에 미치는 영향에 관한 연구

This study aims to search for the ways to increase the level of individual performance, job satisfaction and organizational commitment by examining influence factors of personal performance and perception of compensation equity. In order to achieve these goals, the extensive literature on the meaning and variables of expectancy theory, equity theory, organizational effectiveness, job satisfaction and organizational commitment were reviewed. Research model and hypotheses were then set up on the basis of influencing variables on personal performance and perception of compensation equity that were drawn through related study. An empirical study of them was also done as a way of verification in the Korean situation. To test the hypotheses, a questionnaire survey was conducted from March 8 to April 2, 2005, with the subjects of 526 employees working for the business corporations located in the Metropolitan City of Busan, Daegu and the Province of Kyeongsangnam-do, Kyeongsnagbuk-do. The collected data were analyzed by way of discrepancy, correlation analysis and regression analysis method through the SAS package. The results of the analysis and implications are summarized as follows. First, better performance is shown by employees in larger corporations than those in small and midium-sized ones, male workers than female ones, those higher in rank and older in age, university graduates, full-time workers than part-time workers, and those who grown up in the country such as eup and myeon. Second, exerting efforts need to be made to reduce the role ambiguity by defining every worker's job clearly for the improvement of individual performance, and also of necessity is to educate and train the workers to elevate their job ability. Third, individual performance appears to have more effect on organizational commitment than on job satisfaction of employees. In addition, the effects of performance on job satisfaction are relatively low in a highly educated group, while its effects on organizational commitment are relatively high in those well-educated, longer-employed and higher in rank. Fourth, special attention should be paid to these people: i) the workers in manufacturing industry, small and midium-sized enterprises, singles, employees in their early forties, technical college graduates and manufacturing engineers, as revealed by the relatively low equity perception of payment, ii) the workers whose rank is lower than the assistant manager position and female workers, as indicated by the relatively low equity perception of promotion, and iii) the workers with lowest position, as shown by the relatively low equity perception of performance evaluation. Finally, it is shown that fair performance evaluation is the most important compensation equity factor in promoting job satisfaction and organizational commitment of workers. Based on all the findings and implications of the analyses, these suggestions can be made: i) role clarity for every member, conversion into the decentralized organization, education and training for job ability elevation are needed in order to improve individual performance; ii) fair performance evaluation is required to improve perception of compensation equity related to worker's job satisfaction and organizational commitment in business organization.