자기계발동기의 예측요인과 결과요인간의 관계와 심리적 안녕감의 조절효과

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.