공무원의 침묵이 조직학습 인식에 미치는 영향

This study examines the relationship between the silence of public officials and organizational learning, considering the concept of prosocial employee silence, which was not well considered in previous studies. In addition, in a situation where generational differences are gradually emphasized not only in the private sector but also in the public sector, this study analyzed whether the impact of defensive employee silence on organizational learning will differ depending on the generation. The results demonstrated that (1) defensive employee silence showed a negative relationship with exploratory and exploitative organizational learning, and (2) prosocial employee silence had a positive relationship with exploratory and exploitative organizational learning. In order to respond well to environmental changes and improve work efficiency, organizational management is needed to reduce the defensive employee silence, especially those highly related to passive behavior. The moderating effect of the generation was not statistically significant. We suggest that organizational management focusing on the homogeneity of public officials is necessary if the generation gap is not clear. In this regard, as a result of comparing public officials with less than 5 years of working years and longer working years, the working years had a significantly positive relationship with exploratory and exploitative organizational learning, suggesting the importance of career management of public officials.