피드백과 조직유효성: 대인갈등의 매개효과

This study examined the relationship between feedback and interpersonal conflict and organizational effectiveness as well as whether interpersonal conflict mediated the relationship between feedback and organizational effectiveness. Feedback was classified into four factors: corrective feedback, positive feedback from managers, positive feedback from peers, and inner feedback. Interpersonal conflict was classified into two factors: role ambiguity and role conflict. Organizational effectiveness was classified into two categories: job satisfaction and organizational commitment. Data were collected from 288 employees of public institutions. Results were as follows: First, positive feedback from peers and internal feedback had positive effects on job satisfaction and organizational commitment, and whereas corrective feedback had negative effects on organizational commitment; Second, role ambiguity and role conflict had negative effects on job satisfaction and organizational commitment. and the effect of role ambiguity on organizational effectiveness was stronger than that of role conflict; Third, positive feedback form managers was negatively related to role ambiguity and role conflict. And internal feedback was negatively related to role ambiguity, whereas it was positively related to role conflict; and forth, role ambiguity and role conflict mediated the relationship between internal feedback and job satisfaction, and the relationship between internal feedback and organizational commitment. Finally, theoretical and practical implications were discussed.