공공기관의 재택근무 정책이 공무원의 조직 성과에 미치는 영향:조직문화의 조절효과를 중심으로

Since the onset of the global pandemic, Telecommuting work has been rapidly expanding across the globe. It is therefore essential to assess the evolving internal and external environment and work practices within the Korean public service. This study analyses the impact of teleworking on organisational performance before and after the pandemic, and the moderating effect of organisational culture. The competitive value model defined by Cameron & Quinn (1999) divides organisational culture into four types: relational, innovative, hierarchical, and market-oriented. Teleworking had a negative impact on organisational performance. However, the moderating effect of teleworking and organisational culture showed that organisational culture mitigated this negative effect. In the case of innovative and goal-oriented organisations, it positively transformed performance when teleworking. These results show that organisational culture is crucial for the long-term success of telework systems, which are becoming the new normal after the pandemic. It is therefore essential to respect the cultural diversity of each public organisation and establish telework methods and performance evaluation systems that are appropriate to the organisational culture.