개인 및 팀 적응성과의 고찰：성과코칭과 피드백 환경에 의한 다수준 상동모형의 검증

Adaptability within dynamic business environments is drawing more attention on the survival of today’s organizations. This is largely due to the instability of the environment under which non-routine work tasks and unexpected events have increased. The needs on the adaptability are increasing not only for organizations but also for individuals and teams within organizations. As a result, recent organizations have been giving more attention to the behaviors of employees regarding how effectively they adapt to their non-routine job requirements as one of the performance domains beyond traditional notion of job performance. Organizations also respond to the instability in the environment by organizing work teams as the essential unit for work tasks, thereby changing their organizational structures to flatter hierarchies. Consequently, adaptive performance at the team level should also be considered as an important factor under the current environments to complement the focus on adaptability at the individual level. The purpose of the current research is two-fold. One purpose was to investigate a series of antecedents of individual and team adaptive performance and to test a functional process model that has a goal of enhancing the adaptive performance at the two levels. Combined with the structural analysis of the homologous model, the current study tested the functional influences of feedback-related factors on adaptive performance at the two levels. Given previous findings that effectively given feedback is the source of critical information for proactive behaviors of individuals in organizations, we examined the environmental and personal sources of feedback at the team and individual level respectively. As a team-climate influence, team enriched-feedback environment was primarily examined as the feedback source that affected team members’ aggregated team adaptive performance. At the individual level, the degree to which one is exposed to the coaching experience provided by his or her team leaders was considered as an important source of feedback for their performance when dealing with non-routine tasks. The second purpose of this study was to examine the homology-conceptualization of adaptive performance at both individual and team levels in terms of the structure of the constructs. Although individual-level adaptive performance has been conceptualized independently from team-level adaptive performance in the organizational research literature, both levels are similar in concepts and may help to meet the changing nature of today’s work. However, they also have a significant difference in the sense that individual team members’ adaptabilities may be enhanced by the aggregated support from the team members’ dynamic interaction among their individual adaptive behaviors. We developed a homologous model in order to explore the theoretical relationships on the two levels of adaptive performances. To test the model, we examined a cross-level relationship in which team adaptive performance has a top-down influence on the individual adaptive performance. As for the specific processes, we suggested that the individual adaptive performance is influenced by the coaching from team leaders in which is affected by individual job performance in advance, thereby coaching was hypothesized to have a mediation role between previous performance and the current adaptive performance. Furthermore, for processes at the team level, team adaptive performance was hypothesized to have a positive relationship with team feedback environment so that the team adaptive performance was proposed as a cross-level mediator between team feedback environment and individual adaptive performance. In terms of methodology, although the mediation effect in a process model has generally been analyzed using Baron and Kenney’s (1986) procedure, we used the analytical procedure for the multi-level mediation effect suggested by Mathieu and Taylor (2007) because the mediation effect in the current study had included a cross-level effect. From a domestic manufacturing organization in the IT sector, 139 teams from 687 individuals were sampled. To test the suggested model, multi-level analysis was conducted using the HLM 6.0. Also, multi-level construct validity was checked for the team-level variables before the main analyses. Based on the research design above, following series of analyses were conducted:First, we analyzed the relationships at the individual level among performance (x), coaching (m), and individual adaptive performance (y). Results confirmed that coaching played a mediating role between past job performance and current individual adaptive performance. Second, a meso-mediational analysis was conducted where cross-level relationships were analyzed among the team-feedback environment (X) and team-adaptive performance (Y), incorporating the individual adaptive performance (y) with the individual level model tested above. The result of this analysis also had a significant mediating effect influenced by the team adaptiveperformance (Y) between the team-feedback environment (X) and individual-adaptive performance (y). Lastly, even if the cross-level relationships are supported, there may be another possible indirect route from ‘team adaptive performance (Y) to individual adaptive performance (y), through performance coaching (m). This alternative route was tested and found to be non-significant. As a result, the full mediation effect of coaching at individual-level was reliably found and adaptive performance at the team level was also found to have a significant cross-level effect on individual adaptive performance. Based on the findings above, this study provided theoretical and practical implications regarding performance of teams in a non-routine environment. Research in organizational behavior has emphasized the importance of the integrative investigation across micro and macro level of analyses. By testing meso-mediational relationships among variables at individual and team level, this study provides a theoretical insight into change-related behaviors. From the functional process analysis, the study also provides organizations with practical implications regarding intervening with the feedback at the team level (i.e., team feedback environment) and feedback-focused leadership at the individual level (i.e., performance coaching) to improve adaptive performance.