헤어샵 종사자의 적응적 조직문화가 자기효능감 및 직무만족에 미치는 영향

This study aimed to provide academic foundational data and practical implications for human resource management and organizational culture improvement in the hair beauty service industry by examining the effects of adaptive organizational culture on self-efficacy and job satisfaction among hair salon employees, as well as the mediating effect of self-efficacy. Data analysis was conducted using SPSS 25.0, employing frequency analysis, exploratory factor analysis, reliability analysis, descriptive statistics, correlation analysis, regression analysis, and a three-step mediating regression analysis. The research subjects consisted of hair salon employees working in the Seoul-Gyeonggi and Busan-Gyeongnam regions, and a total of 220 questionnaires were analyzed using a five-point Likert scale. The results revealed that adaptive organizational culture in hair salons had significant effects on employees’ self-efficacy and job satisfaction. In particular, among the sub-factors of adaptive organizational culture, organizational learning and customer-centered culture were identified as key factors that significantly influenced both self-efficacy and job satisfaction. The change-creation factor showed a significant effect on self-efficacy but did not have a direct effect on job satisfaction. Furthermore, self-efficacy emerged as a major psychological variable significantly influencing job satisfaction and was verified to play a mediating role in the relationship between adaptive organizational culture and job satisfaction. The mediation analysis results indicated that organizational learning and customer-centered culture exhibited partial mediating effects on job satisfaction through self-efficacy, whereas change creation demonstrated a full mediating effect, influencing job satisfaction only through self-efficacy. These findings suggest the importance of management strategies in hair salon operations that emphasize systematic support for organizational learning and the sharing of customer- centered values, rather than focusing solely on change itself. In addition, the results indicate that change-oriented management can function effectively only when accompanied by employees’ perceived competence and psychological readiness.