농업협동조합 조직원의 세대차이가 직무만족과 조직몰입에 미치는 영향: 갈등의 매개효과 중심으로

This study analyzes the effect of generational differences among cooperative members on work attitudes through conflict. Generational differences were divided into value differences, job value differences, and behavior style differences, conflicts into relationship conflicts and work conflicts, and job attitudes into job satisfaction and organizational commitment. 210 questionnaires collected from members of agricultural cooperatives were used for empirical analysis. SPSS v26.0 and PROCESS macro v4.2 were used to analyze the analysis based on a double-parallel mediation model with two mediatorss. As a result of the analysis, first, it was found that the difference in value differences, job values. It was confirmed that differences in differences in behaviour patterns had the greatest effect on relationship conflicts, differences in job values had the greatest effect on work conflicts, and differences in values had the least. Second, relational conflict and work conflict were found to have a negative effect on job satisfaction and organizational commitment. This means that as the conflict intensifies, job satisfaction and organizational commitment decrease. Third, it was found that the difference in value and the difference in job value had a negative effect on job satisfaction and organizational commitment. This means that as the difference between values and job values increases, job satisfaction and organizational commitment decrease significantly. It was found that the difference in behavior had a negative effect on organizational commitment, but the effect on job satisfaction was not significant. This means that differences in behavior between generations do not necessarily mean lower job satisfaction. Fourth, it was found that relationship conflict and work conflict are mediated between generational differences, such as value differences, job value differences, and behavior style differences, and job satisfaction and organizational commitment. Although behavioral differences did not have a significant effect on job satisfaction, the indirect effects of relational conflict and work conflict were significant. In addition, the indirect effect of standardization of job value differences was the largest. This suggests that the difference in job value between generations is the main factor that causes relationship conflicts and work conflicts, and consequently decreases job satisfaction and organizational commitment. The academic implications of this study are that it has identified the mechanism through which generational differences affect work attitudes. In addition, the magnitude of the relative influence of each component of the generation gap on work attitudes was comparatively analyzed. Through this, it was revealed that the difference in job value has the greatest effect, suggesting that it is necessary to pay more attention to the difference in job value in future generational gap research. From a practical point of view, it suggests the need for organizations to identify the job values that each generation considers important and reflect them in the organization's job design and personnel management system. In addition, since generational differences have a negative effect on organizational attitudes through relational conflicts and work conflicts, it is necessary to introduce systems and programs that can effectively manage these conflicts. In the near future, differences in behavior may not be a problem in and of themselves, but it is important to prevent them from developing into conflict. Therefore, organizations need to recognize and accept intergenerational behaviors, but to ensure that these differences do not lead to conflict, and that programs promote intergenerational understanding.