자기계발동기의 예측요인과 결과요인간의 관계와 심리적 안녕감의 조절효과
- Alternative Title
- The relationship between predisposing factor and consequence factor of self development motivation and moderate effect of psychological wellbeing
- Abstract
- The study was conducted to promote academic research on self?]development motivation in the context of business administration, which has been researched in psychology and pedagogy, and to increase interest in self?]development motivation. A questionnaire method was utilized for the research. 242 employees of public and private companies located in Jeju were surveyed; the companies were limited to those who conduct capability development amongst employees, such as the branch office of a large companies and banks.
The research model was designed to verify the relationship between predicting factors of self?]development motivation (self?]efficacy and self?]initiation), four sub?]factors of self?]development motivation (extrinsic regulation motivation, introjected regulation motivation, identified regulation motivation and intrinsic motivation), job performance (organizational citizenship behavior and innovative behavior), and regulation effect of psychological well?]being. The following is the verification process of the research model. First is to verify the differential effect of self?]efficacy and self?]initiation for four sub?]factors of self?]development motivation. Second is to verify the differential effect of four sub?]factors for self?]development motivation on job performance(organizational citizenship behavior and innovative behavior). Third is to verify the regulation effect of psychological well?]being between self?]development motivation and job performance. Fourth is to identify structural relations between predicting variables, self?]development motivation and job performance as an additional analysis.
The research results can be summarized as follows. First, self?]efficacy has a positive influence on identified development motivation and introjected self?]development motivation within the level of p<.01 and p<.05, respectively. Second, self?]initiation has a positive influence on intrinsic self?]development motivation and extrinsic self?]development motivation within the level of p<.01, each. Third, intrinsic self?]development motivation, identified self?]development motivation and introjected self?]development motivation have a positive influence on innovative behavior within the level of p<.01, p<.1 and p<.01, respectively. In addition, intrinsic self?]development motivation has a positive influence on organization?]oriented organizational citizenship behavior within a level of p<.05. However, it has been found out that other types of self?]development motivation do not influence organizational citizenship behavior. Fourth, it has been identified that psychological well?]being controls the relationship between identified self?]development motivation and individual?]oriented organizational citizenship behavior;
intrinsic self?]development motivation and organization?]oriented organizational citizenship behavior; intrinsic self?]development motivation and innovative behaviors; and extrinsic self?]development motivation and innovative behavior. Fifth, self?]efficacy has a direct influence on organizational citizenship behavior and innovative behavior but has a positive influence on innovative with identified self?]development motivation and introjected self?]development motivation as a partial mediation. Sixth, self?]initiation has a direct influence on innovative behavior but has a positive influence on innovative influence with intrinsic self?]development motivation and identified self?]development motivation as a partial mediation.
Based on the research results, academic and practical implications can be suggested as follows. First, efforts should be made to increase self?]efficacy and self?]initiation in order to increase intrinsic control of self?]development motivation. Companies should actively introduce career development programs to expand self?]development opportunities and establish a personnel system in which employees are encouraged to participate in the goal?]setting process. In addition, managers who can effectively train employees should be nurtured through leadership development courses. Also, companies should provide challenging job opportunities to employees with strong self?]initiation and expand job autonomy. Companies should introduce a system to measure self?]initiation for effective job allocation.
- ?F -
Second, various tools should be established to increase intrinsic self?]development motivation which can trigger innovative behavior of organization members. Companies also need to provide employees with self?]learning opportunities. That is, it is more important to establish a system to actively support employees to have interest in self?]development education than to provide job training to improve job performance ability. In addition, while introducing and strategically operating a human resource management system which can support talented employees in maintaining their outstanding capabilities through a differential management system, companies should provide employees with average performance with an opportunity to improve their capabilities.
Third, activities which promote internalization of self?]development motivation regulation should be conducted for employees with low psychological well?]being. Research has identified that the organizational environment which promotes internalization of self?]development motivation to employees with low subjective life satisfaction has a positive influence on their job performance.
Fourth, the research is academically significant as it introduced self?]development motivation which has been studied in pedagogy and psychology to the area of business and administration. The research on self?]development motivation had been focused on self?]control motivation types and academic achievements. The research combined self?]regulation motivation with organizational self?]development motivation, and, therefore, provided a theoretical framework for self?]development motivation and an opportunity to promote research on self?]development motivation in the field of business administration.
- Author(s)
- 고영심
- Issued Date
- 2011
- Awarded Date
- 2012. 2
- Type
- Dissertation
- URI
- http://dcoll.jejunu.ac.kr/jsp/common/DcLoOrgPer.jsp?sItemId=000000005783
- Alternative Author(s)
- Ko, Young Sim
- Affiliation
- 제주대학교
- Department
- 대학원 경영학과
- Advisor
- 고부언
- Table Of Contents
- I. 서 론 1
1. 연구배경 및 목적 1
1) 연구배경 1
2) 연구목적 3
2. 연구방법 및 구성 3
1) 연구방법 3
2) 논문의 구성 4
II. 이론적 고찰 5
1. 자기계발동기 5
1) 자기계발동기의 개념 5
2) 자기계발동기 이론 6
3) 자기계발동기 구성요인 14
2. 자기계발동기 예측요인 15
1) 자기효능감 15
2) 주도성 16
3) 자기효능감 및 주도성과 자기계발동기의 관계 18
3. 자기계발동기의 결과요인과 조절요인 21
1) 직무수행 21
2) 심리적 안녕감 26
3) 자기계발동기와 OCB 및 혁신행동과의 관계 29
4) 심리적 안녕감의 조절효과 33
III. 연구 설계 35
1. 연구모형 및 연구가설 35
1) 연구모형 35
2) 연구가설 36
2. 변수정의 및 조사방법 39
1) 변수정의 및 측정 39
2) 설문구성 및 조사방법 41
IV. 연구결과 43
1. 신뢰도 및 타당성 분석 43
1) 표본의 특성 43
2) 신뢰도 및 타당성 분석 44
2. 가설검증 48
1) 선행요인과 자기계발동기의 관계 검증 48
2) 자기계발동기와 직무수행의 관계 검증 51
3) 심리적 안녕감의 조절효과 검증 54
4) 구조모델분석 61
V. 결 론 64
1. 요약 및 시사점 64
2. 한계 및 연구과제 67
참고문헌 69
설문지 76
- Degree
- Master
- Publisher
- 제주대학교 대학원
- Citation
- 고영심. (2011). 자기계발동기의 예측요인과 결과요인간의 관계와 심리적 안녕감의 조절효과
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