대인간 및 팀-개인간 교환관계가 조직변화몰입에 미치는 영향 (An Empirical Study on the Influence of Interpersonal and Team-Personal Exchange and Commitment to Organizational Change)

서지정보

· 발행기관 : 한국기업경영학회
· 수록지 정보 : 기업경영연구 / 19권 / 5호 / 231 ~ 245페이지
· 저자명 : 전무경, 지성구

초록

현대기업은 스스로가 변화를 주도하고 추진해야 한다. 즉, 조직변화는 조직의 생존을 위한 필연적 과제가 되었다고 해도 과언이 아니다. 조직구성원들은 수행하는 과업이 복잡․다양해지면서 신지식과 기술을 습득하고, 변화하는 환경에 적응해야 하는 압박감이 커지고 있다. 이러한 변화과정에서 구성원들은 현재에 대한 혼란과 미래에 대한 두려움을 느낄 수 밖에 없을 것이다. 조직구성원들은 이러한 심리적 불안감으로 인해 조직변화에 저항하게 된다. 구성원들의 저항은 조직변화에 가장 큰 장애물이 되며, 조직을 효과적으로 변화 시키기 위해서는 구성원들의 심리적 안정감을 제고하고, 구성원들이 변화에 몰입할 수 있는 환경을 만들어 주는 것이 선행되어야 할 것이다. 조직변화과정에 구성원들의 몰입이 중요한 역할을 수행하지만, 조직변화적인 측면에서의 몰입은 거의 주목을 받지 못하였으며, 조직변화몰입(commitment to organizational change)은 Herscovitch and Meyer(2002)가 몰입의 일반모형을 조직변화 상황에 적용하면서 제안되었다. 이에 본 연구 에서는 사회적 교환관계를 대인간 교환관계와 팀-개인간 교환관계로 분류하여 조직변화몰입과의 관계를 검증해 보고자 하였다. 실증검증결과를 요약하면 다음과 같다. 첫째, 대인간 교환관계로 고려한 상사지원과 LMX가 조직변화몰입과 유의한 관계임이 검증되었다. 둘째, 팀-개인간 교환관계로 고려한 팀지원과 TMX가 조직변화 몰입과 정(+)의 관계임이 입증되었다

영어초록

Modern enterprise itself lead changes and should be pursued. In other words, the organizational change was inevitable challenges for the survival of the organization is not an exaggeration. Organization members to perform the task complicated. Diversify as acquiring new knowledge and skills to adapt to a changing environment, and pressure is growing. These members of the current confusion and fear for the future, in the process of change will not only feel Members of the organization due to these psychological anxiety, and resistance to organizational change. Will enhance the psychological wellbeing of the members of the organization in order to effectively change, and to create an environment where members can immerse themselves in the changing resistance of the members of the organization, is the biggest obstacle to change is to be followed.
The commitment of the organization in the change process plays an important role, but not received nearly the attention and commitment in terms of organizational change, Herscovitch and Meyer (2002)’s general model of commitment apply to the situation changes in the organization, as has been proposed. Little research related to commitment to organizational change has been done. Therefore, This study is a small implications.
The purposes of this paper are to examine the relationship between interpersonal exchange (perceived supervisor support and LMX) and commitment to organizational change and to examine between team-personal exchange (perceived team support and TMX) and commitment to organizational change.
To obtain data for a practical analysis, we carry out a online survey. The number of questionnaires that were really used for the analysis is 466 copies.
Hierarchical regression analysis was used and demographic variables such as age, gender, marital status, education level, industry, department, position, tenure, employment type were controlled in regression equations.
The results of this study could be summarized as follows. First, both of perceived supervisor support and LMX were positively related to commitment to organizational change. Second, both of perceived team support and TMX were positively related to commitment to organizational change. Finally, we carry out an additional analysis (gender and employment type).
The results of additional analysis could be summarized as follows. First, perceived supervisor was positively related to commitment to organizational change in the male data (p < .1). Second, TMX was positively related to commitment to organizational change in the male and female data (p < .001). Third, perceived supervisor was positively related to commitment to organizational change in the part-time employees data (p < .1). Fourth, TMX was positively related to commitment to organizational change in the full-time and part-time employees data (p < .001, p < .01).
Implications and limitations of this study are as follows. First, in future studies, affective, continuous, normative commitment to organizational change should be classified. Second, longitudinal studies are needed rather than longitudinal studies. Third, part-time employees is required broad support for the policy. Finally, it is necessary to study the result of commitment to organizational change.

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