경력정체지각이 주관적 경력성공에 미치는 영향: 경력개발지원과 경력관리행동의 매개효과

This study examined the decline in work motivation (WM) underlying the recent “quiet quitting” phenomenon among young employees in Japan through an integrative framework that combines the two components of self-efficacy theory―efficacy expectations (work self-efficacy; WSE) and outcome expectations. In Study 1, item analysis, exploratory factor analysis, and confirmatory factor analysis of the newly developed WSE scale supported a one-factor structure and demonstrated internal consistency and convergent validity. In Study 2, we developed a Career-Oriented Outcome Expectancy (COOE) scale, confirmed its one-factor structure and high reliability, and conducted hierarchical multiple regression controlling for gender, age, and organizational tenure. The model explained R2 = .593 of the variance; incremental contributions were ΔR2 = .334 (adding WSE), .249 (adding COOE), and .006 (adding the interaction). Main effects were large for WSE and COOE, and the interaction was small but significant. Simple-slope analyses showed that at high COOE (+1 SD), WSE significantly and positively predicted WM, whereas at low COOE (−1 SD) the slope was not significant. Taken together, we propose a Dual-Expectancy Model in which WM is maximized when both “I can” (WSE) and “it’s worth it” (COOE) are high. Practically, organizations may first raise COOE by making growth opportunities visible and evaluation processes transparent, and then cultivate WSE through mastery experiences, role models, and coaching.