공무원 직무열의 선행요인 연구: 자기효능감, LMX 그리고 조직공정성

Due to growing negative factors such as maladjustment to rapid changes in the work environment and mounting stress, Public Officials’ today suffer from greater job burnout. Public Officials’ organizations, however, have managed their human resources simply by implementing passive and short-term measures to remove issues that could cause job burnout. Public Officials’ organizations are also striving to take a measure to more actively manage human resources from a positive perspective of job engagement. As such, in order to empirically test this measure, this study examines Public Officials’ for the first time by employing an expanded job requirement-resource model, which is a version of the existing model that has been expanded to embrace personal resources. Through a literature review, this paper theoretically examines job engagement, self-efficacy, organizational justice, leader-member exchange (LMX) to develop a research model and hypotheses. An empirical analysis was carried out on 446 Public Officials’s working for the Ministry of Science, ICT, and Future Planning in order to test hypotheses. Based on the results of the analysis, this study found the following: first, self-efficacy, organizational justice, and LMX have a positive significant effect on job engagement; second, interactions between personal and job resources have a different moderation effect depending on the moderator variables. The moderation effect of organizational justice has a greater moderation effect on groups with low self-efficacy and low levels of organizational justice. On the other hand, LMX has a greater moderation effect on subjects with low self-efficacy but recognized high levels of LMX. Based on these results, the theoretical and practical implications of the research findings are discussed, and recommendations for future research are provided