평가의 공정성 인식이 EVLN 및 조직시민행동에 미치는 영향과 리더의 평가자 평가행동에 대한 연구 (The Relationships among Fair Rating Behaviors of A Rater, Ratees’ Justice Perception, EVLN and Organizational Citizenship Behavior: Moderating Effects of LMX)

서지정보

· 발행기관 : 한국전문경영인학회
· 수록지 정보 : 전문경영인연구 / 27권 / 2호 / 99 ~ 123페이지
· 저자명 : 김헌구, 이상호, 서만석, 장은미

초록

성과 중심의 인력관리 체계가 보편화되면서 공정한 평가의 역할이 더 중요해졌으나, 아직평가과정과 결과에 대한 평가대상자들의 공정성 인식에 대한 이해는 부족하다. 본 연구는평가상황에서공정성인식에대한이해를높이기위해다음과같이가설을설정하고검증하였다.
첫째, 평가의 분배 및 절차공정성 인식과 평가대상자의 EVLN(이직, 발언, 충성, 태만) 및조직시민행동 간 관계에 대한 가설을 설정하였다. 둘째, 평가 공정성 인식의 선행요인으로평가자 평가행동을 정의하고 그것이 분배 및 절차공정성 인식에 미치는 영향에 대해 가설을설정하였다. 셋째, 평가자평가행동과공정성인식간관계에서리더-구성원교환관계의조절효과에 대해 가설을 설정하였다. 가설검증을 위해 상대평가제도를 도입해 사용하는 국내 12개대기업의구성원을대상으로설문을수집하고분석하였다. 평가대상자 188명을대상으로분석한결과는 다음과 같다, 첫째, 평가의 분배및 절차공정성 인식은 발언, 충성, 조직시민행동과같은긍정적반응행동과는정(+)의관계를나타냈다. 분배공정성인식과태만간관계를제외하고절차및분배공정성인식은이직및태만과같은부정적반응행동과는부(-)의관계를나타냈다.
둘째, 선행요인으로서 평가자 평가행동은 절차공정성뿐 아니라 분배공정성 인식에도 유의한정(+)의영향력이있었다. 셋째, 리더-구성원교환관계는평가자 평가행동과분배공정성 인식간관계를강화하는조절효과가있었다. 본연구의결과에따르면, 평가의분배및절차공정성인식은평가대상자의바람직한조직행동을유발하므로평가의공정성인식개선을위한지속적관심과 노력이 필요하다. 이를 위해서는 평가자들이 적절한 평가행동을 반드시 수행하도록제도적 장치를 마련하고 평가자 훈련을 해야 할 것이다. 아울러 이러한 개선효과를 강화하기위해서는평소평가자가평가대상자들과양질의교환관계를유지하도록하는것이바람직하다

영어초록

Although the fairness of appraisal has become important as performance-basedHR systems have become more popular, the understanding of justiceperception about performance appraisal is still insufficient. This study focusedon the context of performance appraisal and examined the impact of ratees’distributive and procedural justice perception on their EVLN andorganizational citizenship behavior. In addition, this study defined fair ratingbehaviors of a rater as an antecedent for ratees’ distribution and proceduraljustice perception and examined their relationships. Finally, this studyexamined the moderating effects of leader-member exchange(LMX) on therelationship between fair rating behaviors of a rater and ratees’ justiceperceptions. For this study, 188 ratees from 12 large companies in Korea weresurveyed. As results, first, it was found that distributive and procedural justiceperception had positive relationship with constructive reactions such as voice,loyalty and organizational citizenshp behavior, and negative relationship withdestructive reactions such as exit and neglect. However, only relationshipbetween distributive justice perception and neglect was not significant.
Second, fair rating behaviors of a rater as an antecedent had strong positiveeffect on ratees’ distributive justice perception as well as procedural justiceperception. Third, leader-member exchange had moderating effect tostrengthen the positive relationship between fair rating behaviors of a raterand ratees’ distributive justice perception. Accordingly, distributive andprocedural justice perception in performance appraisal can produce the desirable organisational behaviors of the ratees, so organizations’ attentionand effort are needed to improve the justice perception of ratees in performanceappraisal. Especially the role of rater is particularly important in evaluators, soit is necessary to improve the evaluation systems by ensuring raters mustperform fair rating behaviors across the evaluation peroid. In addition, it isdesirable for raters to maintain high quality of exchange relationships withratees in order to reinforce these improvements.

참고자료

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