리더의 참여적 의사결정이 조직구성원들의 창의적행동과 성과에 미치는 영향 : 심리적 임파워먼트와직무몰입의 역할을 중심으로 (Effects of Leaders’Participative Decision Making on Employees’Creative Behavior and Performance:Focusing on the Role of Psychological Empowerment and Job Involvement)

서지정보

· 발행기관 : 한국인사조직학회
· 수록지 정보 : 인사조직연구 / 21권 / 3호 / 331 ~ 370페이지
· 저자명 : 김정식, 차동옥

초록

본 연구에서는 리더의 참여적 의사결정이 조직구성원들의 창의적 행동과 성과에미치는 과정을 심리적 임파워먼트와 직무몰입의 역할을 중심으로 살펴보았다. 리더의참여적 의사결정, 심리적 임파워먼트, 직무몰입, 창의적 행동, 성과에 대한 이론적 논의들을 기초로 하여 연구모형과 연구가설들을 설정하였으며 설문조사를 바탕으로 한 실증분석을 통해 연구가설들을 검증하였다. 본 연구의 자료수집을 위해 설문지 유형을 상사대상설문지와 부하대상 설문지로 구분하여 작성하였으며, 총 442부(221쌍)의 상사-부하의쌍으로 구성된 자료가 분석에 최종적으로 활용되었다.
연구결과를 살펴보면 리더의 참여적 의사결정은 조직구성원들의 심리적 임파워먼트에 유의한 영향을 미쳤고 심리적 임파워먼트는 순차적으로 직무몰입에 유의한 영향을미쳤다. 또한 직무몰입은 창의적 행동과 성과에 영향을 미쳤으며 창의적 행동은 성과에유의한 영향을 미쳤다. 하지만 리더의 참여적 의사결정의 성과에 대한 직접적인 영향관계는 유의하지 않은 것으로 나타났다. 이러한 연구결과를 통해 리더의 참여적 의사결정이조직구성원들의 창의적 행동과 성과에 영향을 미치는 과정에 있어서 심리적 임파워먼트와 직무몰입이 중요한 매개역할을 하고 있음을 확인할 수 있었다.

영어초록

In order to improve the overall flexibility and efficiency of their organizations in this era of globalization, rapid IT advancement and knowledge differentiation, many companies have replaced their traditional hierarchical management structure with empowered work teams in the hopes of better utilizing human resources. Managers, who once primarily directed and controlled work, are now being asked to take on a new set of responsibilities to lead empowered work teams. The change in managers’ roles and responsibilities in empowered environments appears to require a corresponding change in the leadership style they employ. In particular, participative decision making by leaders has received considerable organizational research attention in recent years. Organizations create participative environments in a variety of ways. First, they decentralize decision making in the formal authority structure by spreading responsibility throughout various levels of the hierarchy.
Second, they legitimize authority through rules and regulations that establish diverse forms of worker representation with the power to influence decision making in specific domains. Third, individual superiors informally establish participative decision making through their own management policies,unaccompanied by changes in an organization’s formal distribution of responsibility and authority.
Our research explores the process through which managers establish participation in work units in such informal arrangements.
Research examining the relationship between participative decision making and employee outcomes has shown that increased employee participation is associated with many positive effects. Despite the observed positive effects of participative decision making on employee outcomes, researchers have paid scant attention to understanding the process through which these effects are ultimately realized. Therefore, this study addresses this shortfall by investigating the impact of leaders’participative decision making on employees’ creative behavior and performance, with special focus on the mediating role of psychological empowerment and job involvement. On the basis of theoretical linkages between the constructs, a conceptual model and hypotheses were established.
Surveys were used to obtain empirical data. Sufficient time was given to ensure accuracy in the collected responses. Completed surveys were returned directly to the researchers in sealed to maintain confidentiality. Our survey was administered to employees in private firms. The leader–member dyad survey method was used for our data; 442 samples (22l dyads) were used for the analysis.
Confirmatory factor analysis coupled with Cronbach’s alpha test for the validity and reliability test on survey data from 221 leader-member dyads of private firm employees. And structural equation modeling was employed to test the hypothesized relationships in the conceptual model. From these analyses, the following results were obtained.
First, participative decision making does not have a direct positive impact on employee performance.
Second, participative decision making has a positive impact on employees’ psychological empowerment.
Third, employees' psychological empowerment has a positive impact on their job involvement.
Fourth, employees’ job involvement has a positive impact on both their creative behavior and performance. Fifth, employees’ creative behavior has a positive impact on their performance. Sixth,psychological empowerment has mediating effects on the relationship between participative decision making and job involvement. Seventh, job involvement has mediating effects on the relationship between psychological empowerment and creative behavior, and between psychological empowerment and performance. Eighth, employees’ growth need strength does not have moderating effects on the relationship between participative decision making and employees’ psychological empowerment.
Our overall contribution is that we have built and tested a conceptual model that uniquely integrates participative decision making with creative behavior and performance. As we have suggested,there are strong theoretical reasons to expect participative decision making to be well positioned to influence fundamentals underlying creative behavior and performance, a contention that we have supported empirically here. We specially contribute to the participative decision making literature by examining and confirming the importance of psychological empowerment and job involvement as a mediating mechanism through which participative decision making ultimately influence employee creative behavior and performance. A key practical implication of current study is that effective leaders should consider to apply participative decision making style for improving creative behavior and performance. Our results suggest that participative decision making has the capacity to positively influence employee psychological empowerment, which in turn influences job involvement, an element of importance in affecting creative behavior and performance.

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