상호작용 공정성과 과업성과

• 영문명: Interactional Justice and Task Performance: The Mediating Effects of Leader Endorsement and Psychological Contract
• 발행기관: 한국인사조직학회
• 저자명: 손승연(Seung Yeon Son) 박희태(Heetae Park) 윤석화(Seokhwa Yun)
• 간행물 정보: 『인사조직연구』인사조직연구 제21권 제3호, 229~260쪽, 전체 32쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2013.09.30

국문 초록

본 연구는 구성원이 사회적 맥락 속에서 대인관계, 특히 상사의 태도 및 행동에 적지 않은 영향을 받음에도 불구하고, 분배 및 절차 공정성에 비해 상대적으로 연구관심이 제한적이었던 상호작용 공정성에 초점을 두고 조직 효과성의 핵심인 구성원의 과업성과와의 관계를 살펴보고자 하였다. 아울러 선행연구들의 공헌에도 불구하고 아직까지 미지의 영역으로 남아있는 상호작용 공정성과 구성원의 과업성과 간에 내재된 메커니즘의 일부를 밝히고자 하였다. 총 255쌍의 상사-구성원 자료를 토대로 회귀분석을 실시한 결과, 분배 및 절차 공정성을 통제한 상태에서, 구성원이 측정한 상사의 상호작용 공정성은 상사가 측정한 구성원의 과업성과와 유의한 정적 관계를 가지는 것으로 나타났다. 아울러 상사의 상호작용 공정성은 리더인정 및 심리적 계약 이행을 통해 구성원의 과업성과를 증진시킨다는 것을 알 수 있었다. 본 연구는 상대적으로 연구관심이 저조하였던 상호작용 공정성에 초점을 두고 과업성과와의 관계를 확인하였다는 것과, 상호작용 공정성이 리더다운 리더로 인식되는 효과적인 방법이자, 상사 개인의 문제뿐 아니라 조직에 대한 평가 및 인식에도 영향을 미칠 수 있는 중요한 요인이라는 것을 보여주었다는 시사점이 있다. 아울러 본 연구의 한계 및 향후 연구방향에 대해 논의하였다.

영문 초록

Researchers studying the concept of justice in the workplace have linked fair treatment to a number of beneficial employee attitudes and behaviors. Some of those studies have focused on distributive justice, which reflects the perceived fairness of decision outcomes. Other studies have concentrated on procedural justice which is the perceived fairness of the decision-making processes. Still other researchers have focused on interactional justice, which means the quality of the interpersonal treatment people receive when procedures are implemented. When compared to distributive justice and procedural justice, interactional justice has “day-in day-out” significance that the other justice dimensions may not possess. That is, whereas the concepts of distributive and procedural justice are somewhat bounded as relatively infrequent types of exchanges, interactional justice can be judged in virtually any encounter between supervisors and subordinates. Therefore, employee’s reactions, such as task performance, are expected to be more directly influenced by interactional justice. Despite the theoretical implication and practical importance of interactional justice in organizational settings, scholars have devoted relatively little attention to the interactional justice-task performance relationship. In addition, the existing organizational research on interactional justice and task performance, mostly conducted in the West, has showed relatively mixed results, with some studies demonstrating a significant relationship and others failing to support the linkage. One possible interpretation of the unclear relationship is that from a cultural standpoint, westerners concentrate more on the rules and procedures of the organization (Cohen-Charash & Spector, 2001), and so are less sensitive to supervisor-related justice. In contrast, Asians emphasize interpersonal relationships, respect for authority, and dependence on superiors (Tripathi, 1990), and are, therefore, more sensitive to interactional justice. In other words, a study of the relationship between interactional justice and task performance in an Asian context could yield informative results to both add to and explain the body of existing literature. In particular, researchers still do not adequately understand the mechanisms through which interactional justice affects an employee’s task performance due to the mixed results found in the existing literature. According to leadership and psychological contract literature, leader endorsement and psychological contract fulfillment play a mediating role in the relationship between interactional justice and task performance. Based on that premise, for this study we developed and empirically tested the following hypotheses: H1: Interactional justice is positively related to task performance. H2: Leader endorsement mediates the relationship between interactional justice and task performance. H3: Psychological contract fulfillment mediates the relationship between interactional justice and task performance. Separate employee and supervisor surveys were conducted on 360 employee-supervisor dyads from several Korean organizations in Seoul and the Chungcheong area. Employee surveys assessed organizational justice, leader endorsement, and psychological contract fulfillment, while supervisor surveys evaluated task performance. In the employee sample, 74% were men and the average age was 34.7 years (SD = 5.9). Around 51% of the respondents had at least a bachelor’s degree and their average tenure was 6.5 years (SD = 5.3). In the supervisor sample, 93% were men and the average age was 44.3 years (SD = 5.5). Approximately 53% of the respondents had at least a bachelor’s degree and their average tenure was 12.4 years (SD = 7.3). In the data analysis, several demographic variables were controlled for in order to rule out alternative explanations for the findings, and distributive justice and procedural justice were used as contro

목차

<초록>

Ⅰ. 서론

Ⅱ. 이론적 배경 및 연구가설

Ⅲ. 연구 방법

Ⅳ. 결과

Ⅴ. 논의 및 결론

참고문헌

Abstract

키워드

과업성과 리더인정 상호작용 공정성 심리적 계약 Interactional Justice Leader Endorsement Psychological Contract Task Performance