직장인의 조직신뢰가 직무만족에 미치는 영향: 긍정심리자본의 매개효과를 중심으로

Abstract

본 연구는 조직이 조직원의 직무만족을 향상시키기 위해 첫째, 직장인의 직무만족에 조직신뢰는 어떠한 영향을 미치는가? 둘째, 직장인의 직무만족에 긍정심리자본은 어떠한 영향을 미치는가? 셋째, 직장인의 긍정심리자본에 조직신뢰는 어떠한 영향을 미치는가? 넷째, 직장인의 조직신뢰와 직무만족의 관계에서 긍정심리자본은 어떠한 영향을 미치는가에 대한 연구이다. 연구의 수행을 위해 서울 대기업, 중소기업 및 경기도 지역을 주요기반으로 조직 내에서 근무하는 직장인을 대상으로 설문조사를 실시하여 회수된 170부를 본 연구 분석에 사용하였다. 자료 분석 방법으로 SPSS 18.0 프로그램을 이용하여 빈도분석, 요인분석, 신뢰도 분석, 상관분석, 다중 회귀분석을 실시하였다.

본 연구에서 얻은 결과는 다음과 같다. 첫째, 직무만족이 조직신뢰로부터 받는 영향에 있어서 조직신뢰가 직무만족의 하위요인인 내재적 직무만족과 외재적 직무만족에 정(+)적인 관계가 있는 것으로 나타났다. 둘째, 직무만족이 긍정심리자본으로부터 받는 영향에 있어서 내재적 직무만족은 긍정심리자본의 하위요인 중 자기효능감과 낙관주의, 희망은 정(+)적인 관계가 있으며, 복원력은 p<.05 수준에서 유의한 설명력을 가지지 못하는 것으로 나타났고, 외재적 직무만족은 긍정심리자본의 하위요인 중 자기효능감과 낙관주의는 정(+)적인 관계가 있으며, 희망과 복원력은 p<.05 수준에서 유의한 설명력을 가지지 못하는 것으로 나타났다. 셋째, 긍정심리자본이 조직신뢰로부터 받는 영향에 있어서 긍정심리자본 하위요인인 자기효능감, 낙관주의, 희망, 복원력 모두 정(+)적인 관계가 있는 것으로 나타났다. 넷째, 조직신뢰와 직무만족의 관계에서 긍정심리자본이 부분매개효과를 나타냈다.

본 연구의 의의는 첫째, 조직신뢰가 긍정심리자본과 직무만족에 유의미한 영향을 미치는 것을 알 수 있다. 조직 내 신뢰가 높게 축적된 기업일수록 구성원들 간의 자발성과 협력의 질이 높아 공동목표 달성을 위해 자발적이고 헌신적인 역할의 행동을 증대시킴을 확인할 수 있다. 따라서 조직에 대한 신뢰를 증가시키기 위해 신뢰를 바탕으로 하는 인적자원관리방식을 설립하기에 노력하여야 할 것이다. 둘째, 개인의 긍정심리자본은 직무만족에 긍정적인 영향을 주었다. 이는 긍정심리자본을 가지고 있는 직장인이 그렇지 않은 직장인보다 자신의 직무에 진정한 가치와 즐거움을 찾고 조직 내 조직과 타인을 위해 헌신적으로 행동하는 것으로 볼 수 있다. 따라서 직원들의 긍정심리자본과 직무만족 제고를 위한 방안이 필요함을 시사하고 있다. 셋째, 조직신뢰와 직무만족의 관계에서 긍정심리자본의 부분매개의 효과 검증을 통해 조직신뢰가 직접적으로 직무만족에 긍정적인 영향을 미칠 수 있을 뿐 아니라 긍정심리자본을 매개로 간접적으로도 긍정적인 영향이 있는 것으로 나타났다. 이는 조직신뢰를 통해 직접적으로 직무만족을 높일 수 있을 뿐만 아니라 긍정심리자본을 높임으로써 간접적으로 직무만족을 높일 수 있다는 것을 밝혀냄으로써 기업의 인적자원개발 측면에서 조직신뢰와 긍정심리자본 개발의 중요성을 시사한다.| To enhance the job satisfaction of its members, this study raised the following questions: First, what kind of effect does organizational trust have on the job satisfaction of employees? Second, what kind of effect does positive psychological capital have on the job satisfaction of employees? Third, what kind of effect does organizational trust have on the positive psychological capital of employees? Finally, what kind of effect does positive psychological capital have on relations between the organizational trust and job satisfaction of employees?

Trying to answer those questions, the investigator conducted a survey with workers at small-, medium- or large-sized companies in Seoul or organizations whose major bases were located in Gyeonggi Province. Total 170 questionnaires were collected and used in analysis. For data analysis, the SPSS 18.0 program was used in frequency, factor, reliability, correlation, and multiple regression analysis.

The findings were as follows: First, as for the effects of organizational trust on job satisfaction, it turned out organization trust had positive(+) relationship on internal and external job satisfaction, subfactors of job satisfaction. Second, as for the effects of positive psychological capital on job satisfaction, self-efficacy, optimism, and hope, subfactors of positive psychological capital, had positive(+) relationship on internal job satisfaction with resilience having no significant explanatory power at the level of p<.05. Self-efficacy and hope had positive(+) relationship on external job satisfaction with optimism and resilience having no significant explanatory power at the level of p<.05. Third, as for the impacts of organizational trust on positive psychological capital, it turned out organizational trust had positive(+) impacts on all the subfactors of positive psychological capital, namely self-efficacy, optimism, hope and resilience. Fourth, positive psychological capital had partial mediating effects on relations between organizational trust and job satisfaction.

The findings have their significance as follows: first, they show that organizational trust has significant influences on positive psychological capital and job satisfaction, which means that organizations should make efforts to establish human resource management methods based on trust in order to increase the employees' trust in their organizations. Secondly, the findings reveal that individuals' positive psychological capital has positive impacts on job satisfaction, which indicates that the employees with positive psychological capital tend to find more true values and happiness in their jobs and act in a more devoted manner for the organization and others within it than those with no positive psychological capital. The findings imply a need for plans to increase the positive psychological capital and job satisfaction. Finally, the study demonstrated the partial mediating relationship of positive psychological capital on relations between organizational trust and job satisfaction, thus showing that organizational trust has direct positive influences on job satisfaction and also indirect positive influences on it through positive psychological capital. The findings suggest that organizations can increase the job satisfaction of employees directly through organizational trust and also do it indirectly by enhancing their positive psychological capital, thus implying the importance of organizational trust and positive psychological capital development in the aspect of human resource development.; To enhance the job satisfaction of its members, this study raised the following questions: First, what kind of effect does organizational trust have on the job satisfaction of employees? Second, what kind of effect does positive psychological capital have on the job satisfaction of employees? Third, what kind of effect does organizational trust have on the positive psychological capital of employees? Finally, what kind of effect does positive psychological capital have on relations between the organizational trust and job satisfaction of employees?

Trying to answer those questions, the investigator conducted a survey with workers at small-, medium- or large-sized companies in Seoul or organizations whose major bases were located in Gyeonggi Province. Total 170 questionnaires were collected and used in analysis. For data analysis, the SPSS 18.0 program was used in frequency, factor, reliability, correlation, and multiple regression analysis.

The findings were as follows: First, as for the effects of organizational trust on job satisfaction, it turned out organization trust had positive(+) relationship on internal and external job satisfaction, subfactors of job satisfaction. Second, as for the effects of positive psychological capital on job satisfaction, self-efficacy, optimism, and hope, subfactors of positive psychological capital, had positive(+) relationship on internal job satisfaction with resilience having no significant explanatory power at the level of p<.05. Self-efficacy and hope had positive(+) relationship on external job satisfaction with optimism and resilience having no significant explanatory power at the level of p<.05. Third, as for the impacts of organizational trust on positive psychological capital, it turned out organizational trust had positive(+) impacts on all the subfactors of positive psychological capital, namely self-efficacy, optimism, hope and resilience. Fourth, positive psychological capital had partial mediating effects on relations between organizational trust and job satisfaction.

The findings have their significance as follows: first, they show that organizational trust has significant influences on positive psychological capital and job satisfaction, which means that organizations should make efforts to establish human resource management methods based on trust in order to increase the employees' trust in their organizations. Secondly, the findings reveal that individuals' positive psychological capital has positive impacts on job satisfaction, which indicates that the employees with positive psychological capital tend to find more true values and happiness in their jobs and act in a more devoted manner for the organization and others within it than those with no positive psychological capital. The findings imply a need for plans to increase the positive psychological capital and job satisfaction. Finally, the study demonstrated the partial mediating relationship of positive psychological capital on relations between organizational trust and job satisfaction, thus showing that organizational trust has direct positive influences on job satisfaction and also indirect positive influences on it through positive psychological capital. The findings suggest that organizations can increase the job satisfaction of employees directly through organizational trust and also do it indirectly by enhancing their positive psychological capital, thus implying the importance of organizational trust and positive psychological capital development in the aspect of human resource development.