공공기관 구성원의 ESG 경영 인식이 조직시민행동에 미치는 영향: 조직자긍심의 매개효과와 윤리적 리더십의 조절효과

This study, premised on the fact that ESG management is no longer a mere fad in a rapidly changing business environment, but rather an essential management strategy for ensuring the sustainability and fulfilling social responsibility of corporations and public institutions, aimed to empirically analyze how members of public institutions perceptions of ESG management and the impact these perceptions have on organizational citizenship behavior. Specifically, the study focused on the mediating effect of organizational pride and the moderating effect of supervisory ethical leadership on the relationship between employees’ perception of ESG management and organizational citizenship behaviors. This study aims to establish a foundation for a deeper understanding of the impact of ESG management on individual employee perceptions and behavioral changes. To achieve this goal, a survey and statistical analysis were conducted on employees of domestic public institutions. The survey structured a model to examine the relationships among employees’ perception of ESG management, organizational pride, ethical leadership, and organizational citizenship behavior. To validate the model for this study, we conducted an online survey via email and social media messenger targeting current employees in public institutions. A total of 750 public institution employees were surveyed via email and other means, and 327 questionnaires were collected. Of these, 315 were used for statistical analysis, excluding 12 incomplete responses. The analysis revealed that higher awareness of ESG management among public institution employees leads to enhanced pride in the organization, which in turn leads to voluntary organizational citizenship behavior. Furthermore, the ethical leadership of superiors served as a key moderating variable that promoted employees’ willingness to contribute to the organization based on their awareness of ESG management. The stronger the ethical leadership, the stronger the relationship between positive perceptions and behavior. Based on these findings, the most significant theoretical contribution of this study is that it is the first to demonstrate the relationship between perception of ESG management and organizational citizenship behavior in domestic public institutions. Furthermore, by adopting environmental organizational citizenship behavior as an outcome variable, this study is the first to demonstrate that employees’ perception of ESG management can translate into concrete environmental protection behavior. Consequently, this study provides a theoretical foundation for public institutions’ ESG management to contribute to social responsibility by encouraging employees to practice organizational citizenship behavior that benefits the organization and the environment. Furthermore, it provides a practical and important basis for establishing future ESG-related policies and developing change management strategies within organizations.