심리적 안전감과 상사신뢰가 조직몰입 및 직무성과에 미치는 영향 : 조직후원인식의 매개효과

According to organizational support theory, perceived organizational support meets socioemotional needs and is used by employees to infer their organization's readiness to reward increased efforts. The theory holds that workers act in accord with the norm of reciprocity, trading their effort and dedication to their organization for perceived organizational support and its promise of future benefits. A large number of studies indicates that employees with high level of perceived organizational support judge their jobs more favorably and are more likely to become affectively committed to the organization, and to exceed their explicitly required work responsibilities. The purpose of this study is to investigates the mediating effects of perceived organizational support on the relationships between psychological safety and trust in supervisors, and organizational commitment and job performance. The specific research questions regarding this purpose were as follows: First, how does psychological safety and trust in supervisor have an effect on employees' perceived organizational support? Second, how does perceived organizational support have an effect on employees' organizational commitment and job performance? Third, how does psychological safety and trust in supervisor have an effect on employees' organizational commitment and job performance when perceived organizational support acts as an intermediary? A total number of 211 employees from 11 firms responded to the questionnaire. Frequency analysis, reliability analysis, exploratory factor analysis, and three-step mediated regression analysis were used to analyze the data. Findings show that psychological safety and trust in supervisors are positively associated with perceived organizational support. Second, perceived organizational support has also a significant impact on organizational commitment and job performance. Furthermore, perceived organizational support has a partial or full mediating effect on the relationships between psychological safety and trust in supervisors, and organizational commitment and job performance. Specifically, perceived organizational support has a full mediating effect on the relationships between psychological safety and organizational commitment, and between psychological safety and job performance. Perceived organizational support has a full mediating effect on the relationships between trust in supervisors and organizational commitment, and between trust in supervisors and job performance. Overall, these patterns suggests that psychological safety and trust in supervisors has direct or indirect effects on organizational commitment and job performance of employees, mediating through followers' perceived organizational support. Implications of the research findings are discussed, and recommendation for future research are provided.