상사에 대한 신뢰가 직무열의 및 직무성과에 미치는 영향: 심리적 주인의식의 매개역할

With respect to human resource management in organizations, trust has been a very important research topic. When the pursuit of work enthusiasm and challenge in an organization is encouraged and an atmosphere of autonomous and supportive trust is fostered, the enthusiasm of the members of the organization for their tasks and the motivation and practice for achieving performance can be further strengthened. In an organization, a supervisor is a key player in the formation of trust in an organization, and the trust formed through the supervisor is an important factor in the members' motivation for their duties. A common element found in the definition of trust in the supervisor is that it involves the individual's actions that reflect his or her own vulnerability to others in the exchange relationship. Recently, it has become very interested in the psychological ownership of its members in order to induce voluntary commitment of its members to achieve their goals within the organization. Along with the focus on factors that promote employee retention, innovation, discretionary efforts and performance, the main focus of organizational behavior research has been to understand how employees can be psychologically attached to their work and organization. The main emerging concept in this field of research is psychological ownership. Psychological ownership refers to feeling of ownership in the absence of any formal or legal ownership. This study examined the effects of supervisory trust on job engagement and performance of organizational members and the mediating role of psychological ownership in the relationships between these variables. The research data were collected through self-responding method by distributing questionnaires to researchers and administrative workers working at government-funded research institutes. The results of this study are as follows: First, supervisory trust was positively related to psychological ownership. This means that trust in the supervisor of the organization is an important predictor of psychological ownership. Second, supervisory trust was positively related to job engagement and job performance. This means that trust in the supervisor of the organization is an important predictor of task enthusiasm and performance. Third, psychological ownership partially mediated the relationship between supervisory trust and job engagement, and fully mediated the relationship between supervisory trust and job performance, This means that trust in the supervisor directly or indirectly affects job engagement, and indirectly increases job performance through psychological ownership rather than having a direct impact on job performance. This study makes a theoretical contribution to expanding the research model for the relationship between supervisory trust and job engagement and job performance through the verification of the mediating effects of psychological ownership. In addition, this study suggests practical implications for the efforts of CEOs and managers of organizations to establish human resource management practices that increase trust in their supervisors and enhance their psychological ownership. Finally, the limitations of this research results and the direction of suture research were discussed.