진성리더십, 조직지원인식, 직원몰입, 직무성과 간의 구조적 관계 - 공공기관 구성원을 중심으로 -
Structural Relationships among Authentic Leadership, Perceived Organizational Support, Employee Engagement, and Job Performance - Focusing on Public Organization Employees -
박윤희(한국기술교육대학교); 김우철(한국기술교육대학교)
33권 1호, 203~228쪽
초록
본 연구는 공공기관 구성원을 대상으로 진성리더십, 조직지원인식, 직원몰입, 직무성과 간의 구조적 관계를 분석하는 것을 목적으로 하였다. 이를 위해 1년 이상 재직한 공공기관 구성원을 대상으로 자료를 수집 및 분석하여 다음과 같은 연구결과를 도출하였다. 첫째, 진성리더십과 조직지원인식은 직무성과에 통계적으로 유의한 영향을 미치지 않았다. 둘째, 진성리더십과 조직지원인식은 모두 직원몰입에 정(+)적 영향을 미치는 것으로 확인되었다. 셋째, 직원몰입은 직무성과에 유의한 정(+)적 영향을 미치는 것으로 나타났다. 넷째, 직원몰입은 진성리더십과 조직지원인식, 직무성과 간 관계에서 매개효과를 보였다. 이러한 연구결과는 공공기관의 성과 창출 메커니즘에서 리더십과 조직지원이 직접적인 성과 동인이 되기보다, 구성원의 심리적 몰입을 점화시키는 촉진제로 기능함을 보여준다. 즉, 외적 보상이 제한된 환경에서 실질적인 직무성과는 구성원의 내재적 동기화 과정인 ‘몰입’을 통해서만 발현됨을 입증하였다.이러한 연구결과를 바탕으로 학문적·실무적 시사점과 후속 연구에 대한 제언을 제시하였다.
Abstract
This study aims to empirically analyze the structural relationships among authentic leadership, perceived organizational support (POS), employee engagement, and job performance, specifically focusing on employees in public organizations. In the context of the public sector, where financial incentives are often rigid and limited compared to the private sector, understanding how to motivate employees through non-monetary means is a critical challenge. To address this, data were collected from employees currently working in public institutions with at least one year of tenure, and the hypothesized model was tested using statistical analysis. The main findings are summarized as follows. First, the analysis revealed that authentic leadership and POS did not have statistically significant direct effects on job performance. This suggests that simply providing support or displaying authentic behavior is not enough to directly improve outcomes. Second, both authentic leadership and POS were found to exert a strong positive effect on employee engagement. Third, employee engagement was identified as a significant predictor of job performance. Fourth, employee engagement played a full mediating role, bridging the gap between the antecedents and the outcome. These findings offer profound insights into the performance generation mechanism within public institutions. The results imply that authentic leadership and organizational support function as “catalysts” that ignite members' psychological engagement rather than serving as direct performance drivers. In essence, this study empirically proves that in an environment lacking flexible external rewards, tangible job performance is manifested effectively only through ‘engagement,’ which represents the members' intrinsic motivational process. Based on these conclusions, the study presents academic and practical implications, recommending that HRD strategies prioritize the cultivation of engagement, and provides suggestions for follow-up research.
- 발행기관:
- 한국인적자원관리학회
- 분류:
- 경영학