R&D 인력의 근속연수가 창의적 성과와 조직몰입에 미치는 영향: 경력정체의 조절효과를 중심으로

Among the various factors affecting employees’ job performance and desirable attitudes, the role of organizational tenure has been relatively overlooked. In particular, numerous domestic studies only use organizational tenure as a control variable, while there are very few studies analyzing how organizational tenure influences on diverse job performance and attitude. In this study, we examined the direct effect of organizational tenure on creative performance and organizational commitment to identify more diverse implications for the effectiveness of organizational tenure. For this analysis, we investigated the relationship between organizational tenure and creative performance of R&D workforce in R&D organizations where creative performance is highly emphasized. Organizational commitment, which is another dependent variable of our study, is the most traditional variable in attitude research. Moreover, it is meaningful to verify the effect of organizational tenure on organizational commitment because R&D workforce is characterized as professional oriented rather than organization oriented. In addition to these main effects, this study attempts to examine the moderating effect of career plateau on the relationship between organizational tenure and creative performance and organizational commitment. After dividing career plateau into structural career plateau and job-content career plateau, we hypothesized the moderating effect of job-content career plateau on the relationship between organizational commitment and creative performance. Structural career plateau was also hypothesized as the moderating variable on the relationship between organizational tenure and organizational commitment. Empirical results using 418 R&D staff working at the government-funded research institute showed that organizational tenure is positively related to creative performance and organizational commitment respectively. In addition, the higher level of job-content career plateau alleviated the positive relationship between organizational tenure and creative performance. However, the moderating effect of structural career plateau is not significant. Finally, the theoretical and practical implications of this study and the direction of future research were discussed. In particular, the practical implications of our results highlighted that effective human resource management is required to minimize the recognition of career plateau, and there is a need to take different assignment of tasks and departments depending on the individual characteristics towards career plateau.