조직 내 네트워킹 행동과 유리천장이 조직몰입에 미치는 영향

Abstract

21세기를 살아가는 사회는 점점 더 복잡해지고 다양한 사람들과 조직을 구 성하고 조직 내에서 하나의 목표에 맞춰 움직여야 하며, 개인의 업무는 다른 개인의 업무에 영향을 미치거나 받을 수밖에 없기 때문에 조직 내에서 네트워 킹 행동은 중요할 뿐만 아니라 필수적이라고 할 수 있다. 또한 1990년대에 접 어들면서 여성의 경제활동 범위도 활발히 늘어나면서 직장과 사회에서 여성이 겪어야 할 갈등과 시련도 많아질 것이라 생각한다. 이에 따라 본 연구는 기존 이론 및 경험적 연구를 바탕으로 조직 네트워킹 행동, 유리천장, 직무만족이 조직몰입에 중요한 요인으로 작용할 수 있다는 점에 초점을 두고 이들 변수가 조직몰입에 어떠한 영향을 미치는지에 대하여 실증적으로 검증하고자 하였다. 본 연구의 방법은 연구모형과 가설을 검증하기 위하여 설문조사법을 사용하 였으며, 시간적․지리적 제약으로 세종시 이전기관인 공공기관과 민간기업을 대 상으로 2015년 4월 15일부터 2015년 4월 30까지 설문지를 실시하였다. 자료분 석을 위한 통계프로그램으로는 SPSS 21.0과 Amos 18.0을 사용하였으며, SPSS 21.0 통계프로그램으로 인구통계학적 특성에 따른 차이를 분석하기 위해 T-test 와 일원변량분석(One-Way ANOVA)을 실시하였으며, Amos 18.0 통계프로그램 은 구조방정식모형 분석에 의해 각 변수들에 대한 확인적 요인분석, 적합도 분석, 경로모형분석 등을 실시하여 다음과 같은 연구결과를 도출하였다. 본 연구의 분석결과는 첫째, 인구통계학적 특성에 따른 평균차이 분석을 실 시한 결과 성별에 따른 변수들 간의 차이 분석에서 직무만족과 조직몰입이 여 성보다 남성이 높게 밝혀졌고, 연령에 따른 차이 분석은 유리천장에서 30대보 다 50대가 높은 평균점수를 보이고, 직업군에 따른 차이 분석은 유리천장에서 정부기관보다 민간기업이 더 높게 지각하는 것으로 나타났고 근무연수에 따른 차이 분석은 수평적 네트워크에서 3년미만보다 11년 이상이 높은 평균점수를 보이는 것으로 나타났다. 둘째, 수직적 네트워크가 조직몰입에 직접적으로 정(+)의 영향을 미칠 것이 라는 가설을 검증한 결과 통계적 유의수준하에서 영향을 미치지 않는 것으로 나타났고, 수직적 네트워크가 직무만족을 통해 조직몰입에 간접적으로 정(+)의 영향을 미칠 것이라는 가설을 검증한 결과 통계적 유의수준하에서 영향을 미 치지 않는 것으로 나타났다. 셋째, 수평적 네트워크가 조직몰입에 직접적으로 정(+)의 영향을 미칠 것이라는 가설을 검증한 결과 통계적 유의수준하에서 영 향을 미치지 않는 것으로 나타났고, 수평적 네트워크가 직무만족을 통해 조직 몰입에 간접적으로 정(+)의 영향을 미칠 것이라는 가설을 검증한 결과 유의한 영향을 미치는 것으로 나타났다. 넷째, 유리천장이 조직몰입에 직접적으로 부 (-) 영향을 미칠 것이라는 가설을 검증한 결과 신뢰수준에서 유의한 영향을 미치는 것으로 나타났고, 유리천장이 직무만족을 통해 조직몰입에 간접적으로 부(-) 영향을 미칠 것이라는 가설을 검증한 결과 신뢰수준에서 유의한 영향을 미치는 것으로 나타났다. 다섯째, 직무만족이 조직몰입에 정(+)의 영향을 미칠 것이라는 가설을 검증한 결과 신뢰수준에서 유의미한 영향을 미치는 것으로 나타났다. 이는 직무만족이 조직몰입에 직접적으로 영향을 미치고 있다는 기 존의 경험적 연구결과가 실증적으로 재입증 되었음을 보여주었다. 따라서 본 연구는 조직 내에서 네트워킹 행동, 유리천장, 직무만족은 조직몰 입에 영향을 미치는 요인임을 실증적으로 검증되었고, 조직 내에서 조직몰입 을 향상시키기 위해서는 네트워킹 행동과 유리천장, 직무만족 등의 효율적인 관리 및 개선방안이 필요하다는 것을 확인하였다. 또한 조직 내에서 조직몰입 에 가장 큰 영향을 미치는 것으로 직무만족이 나타났으며, 네트워킹 행동과 유리천장 변수의 검증 결과를 볼 때 유리천장이 네트워킹 행동보다 조직몰입 에 상대적으로 더 많은 영향력을 보이고 있음을 알 수 있다.|The 21st century society becomes increasingly complex, requiring individuals to create organizations with various people and act focusing on a single goal within organizations whereas works of individuals cannot help but exchange influence among the works of other individuals. Such reasons are why networking behavior is not just important but indispensable within organizations. In addition, we regard conflicts and difficulties for women at work and society in general will increase as the scope of women’s economic activities rapidly expands especially since the 1990s. Therefore, this study aims to focus on the fact that organizational networking behavior, glass ceiling, and job satisfaction can act as important factors for organizational commitment based on preceding theories and empirical studies and attempted to verify empirically how such variables affect organizational commitment. We used survey as the method of investigation to verify research model and hypothesis for this study. Due to restrictions in terms of time and geographical distance, we used questionnaire on public institutions and private businesses that have already moved to Sejong City from April 15 to April 30,2015. For statistical programs for data analysis, we used SPSS 21.0 and Amos 18.0. We performed T-test and One-Way ANOVA for analyzing differences based on demographic characteristics using SPSS 21.0 statistics program. The results of the research are as follows by performing confirmatory factor analysis, goodness-of-fit test, and path model analysis for each variable by analyzing structural equation model using Amos 18.0 statistics program. First, results of analysis of average differences based on demographic characteristics showed job satisfaction and organization commitment were higher in men than in women. Difference analysis by age showed higher average score in 50s than in 30s for glassceiling. Difference analysis by job showed higher average score for private businesses than for public institutions. Difference analysis by years of service showed higher average score for those with at least 11 years of service than those with less than 3 years in horizontal networks. Second, when we verified the hypothesis vertical networks would directly affect organization commitment positively, the results showed there was no statistically significant influence. When we verified the hypothesis vertical networks would indirectly affect organization commitment positively through job satisfaction, the results showed there was no statistically significant influence. Third, when we verified the hypothesis horizontal networks would directly affect organization commitment positively, the results showed there was no statistically significant influence. When we verified the hypothesis horizontal networks would indirectly affect organization commitment positively through job satisfaction, the results showed therewas statistically significant influence. Fourth, when we verified the hypothesis glass ceiling would directly affect organization commitment negatively, the results showed there was statistically significant influence. When we verified the hypothesis glass ceiling would indirectly affect organization commitment negatively through job satisfaction, the results showed there was statistically significant influence. Fifth, when we verified the hypothesis job satisfaction would affect organization commitment positively, the results showed there was statistically significant influence. This provides one more verification that preceding empirical study results that stated job satisfaction directly affect organization commitment. Therefore, this study empirically verified networking behavior, glass ceiling, and jobsatisfaction are factors that affect organization commitment within organizations and confirmed we need more efficient plans for managing and improving networking behavior, glass ceiling, and job satisfaction in order to enhance organization commitment within organizations. In addition, job satisfaction was the factor affecting organizational commitment most strongly. Glass ceiling was the factor displaying more influence in relative terms on organizational commitment than networking behavior according to the verification results of the two variables.; The 21st century society becomes increasingly complex, requiring individuals to create organizations with various people and act focusing on a single goal within organizations whereas works of individuals cannot help but exchange influence among the works of other individuals. Such reasons are why networking behavior is not just important but indispensable within organizations. In addition, we regard conflicts and difficulties for women at work and society in general will increase as the scope of women’s economic activities rapidly expands especially since the 1990s. Therefore, this study aims to focus on the fact that organizational networking behavior, glass ceiling, and job satisfaction can act as important factors for organizational commitment based on preceding theories and empirical studies and attempted to verify empirically how such variables affect organizational commitment. We used survey as the method of investigation to verify research model and hypothesis for this study. Due to restrictions in terms of time and geographical distance, we used questionnaire on public institutions and private businesses that have already moved to Sejong City from April 15 to April 30,2015. For statistical programs for data analysis, we used SPSS 21.0 and Amos 18.0. We performed T-test and One-Way ANOVA for analyzing differences based on demographic characteristics using SPSS 21.0 statistics program. The results of the research are as follows by performing confirmatory factor analysis, goodness-of-fit test, and path model analysis for each variable by analyzing structural equation model using Amos 18.0 statistics program. First, results of analysis of average differences based on demographic characteristics showed job satisfaction and organization commitment were higher in men than in women. Difference analysis by age showed higher average score in 50s than in 30s for glassceiling. Difference analysis by job showed higher average score for private businesses than for public institutions. Difference analysis by years of service showed higher average score for those with at least 11 years of service than those with less than 3 years in horizontal networks. Second, when we verified the hypothesis vertical networks would directly affect organization commitment positively, the results showed there was no statistically significant influence. When we verified the hypothesis vertical networks would indirectly affect organization commitment positively through job satisfaction, the results showed there was no statistically significant influence. Third, when we verified the hypothesis horizontal networks would directly affect organization commitment positively, the results showed there was no statistically significant influence. When we verified the hypothesis horizontal networks would indirectly affect organization commitment positively through job satisfaction, the results showed therewas statistically significant influence. Fourth, when we verified the hypothesis glass ceiling would directly affect organization commitment negatively, the results showed there was statistically significant influence. When we verified the hypothesis glass ceiling would indirectly affect organization commitment negatively through job satisfaction, the results showed there was statistically significant influence. Fifth, when we verified the hypothesis job satisfaction would affect organization commitment positively, the results showed there was statistically significant influence. This provides one more verification that preceding empirical study results that stated job satisfaction directly affect organization commitment. Therefore, this study empirically verified networking behavior, glass ceiling, and jobsatisfaction are factors that affect organization commitment within organizations and confirmed we need more efficient plans for managing and improving networking behavior, glass ceiling, and job satisfaction in order to enhance organization commitment within organizations. In addition, job satisfaction was the factor affecting organizational commitment most strongly. Glass ceiling was the factor displaying more influence in relative terms on organizational commitment than networking behavior according to the verification results of the two variables.