공·사 조직구성원의 성과인식 차이가 비윤리적 친조직행동에 미치는 영향: 리더십·조직 유형의 조절효과를 중심으로

• 영문명: The Impact of Perceived Gap Between Public and Private Sector Workers on Unethical Pro-Organizational Behavior: Focusing on the Leadership Style and Organizational Type
• 발행기관: 한국비교정부학회
• 저자명: 유제웅(Je-Ung Ryu) 윤재원(Jae-Won Yun)
• 간행물 정보: 『한국비교정부학보』제29권 제3호, 119~154쪽, 전체 36쪽
• 주제분류: 사회과학 > 행정학
• 파일형태: PDF
• 발행일자: 2025.09.30

국문 초록

(Purpose) Previous studies on unethical behavior among organizational members have focused on the private sector, while insufficiently addressing the interactions among multiple influencing factors. This study empirically investigates the impact of perceived performance gap among members of public and private organizations on unethical pro-organizational behavior(UPB). In particular, it examines how macro and micro level factors-organizational type and leadership style—moderate the relationship between perceived performance gaps and UPB. (Research Design/Methodology/Approach) Using survey data collected from employees across public and private organizations, the study conducts multiple regression analysis (OLS) to verify the impact of subjective discrepancies in organizational versus individual performance on UPB. Additionally, it investigates how this relationship is moderated by organizational type and leadership styles—specifically servant, balanced, and charismatic leadership. (Research findings) The findings indicate that greater discrepancies in performance perception lead to stronger performance pressure, which in turn increases the likelihood of UPB among employees. The strength of this relationship varies depending on leadership style. In private organizations, employees were more inclined to engage in UPB regardless of leadership type. In contrast, among public sector employees, leadership style did not exhibit a significant moderating effect. (Research implications and originality) This study contributes to the literature by identifying the role of perceived performance gaps as a key antecedent of UPB. Also, it provides empirical evidence on how the interaction between organizational context and leadership style shapes unethical behavior in the workplace, offering practical insights for designing policy interventions to reduce UPB in both public and private sectors.

목차

Ⅰ. 서론

Ⅱ. 이론적 논의

Ⅲ. 연구설계

Ⅳ. 분석결과

Ⅴ. 결론 및 시사점

References

키워드

공·사 조직구성원 비윤리적 친조직행동 성과인식 차이 리더십 유형 조직유형 Public and Private Sector Worker Unethical Pro-Organizational Behavior Perceived Performance Gap Leadership Style Organizational Type