상사행동과 직무수행 및 일탈행동 관계에서 조절동기의 매개효과 연구

Abstract

In an environment where management related incidents unfold based on people, and management activities are explained through the process of goal achievement of organization members, the importance of manager's behaviors is growing in the viewpoint of modern management. This is because goal achievement is brought to fruition from the activities of the organization members, and this makes manager's behaviors ever more important as it aggregates and controls organization members' efforts as a leader of an organization or as an executive. Specifically, managers of an organization improves morale that contributes to the organization's goal achievement by influencing its members, and are required of managerial behaviors that can tap the potential of the organizational members Additionally, motivation is also an important factor in affecting the organizational members' performance on duties. The study attempts to look into the mediator effect of regulatory motivation on the relationship between manager's behaviors and performance on duties. The purpose of the following research is to verify the influence of manager's behavior pertaining to job function on regulatory motivation types, and to verify the mediator effect of regulatory motivation types in terms of the relationship between manager's behavior types (structural and self-giving) and performance on duties (conducts within and outside of the organizational role and deviant behaviors). Based on literature research, existing research results were considered, and hypothesis and thesis model were set. Afterwards, a survey was created after going through the process of operation definition of the factors. Evidence based analysis was conducted based on the distributed and collected surveys. Subjects of the study were employees of financial․insurance businesses, hotel․service businesses and public institutions․state-owned companies located in Jeju Special Self-Governing Province. Collected data underwent credibility analysis in order to prove the internal consistency of the factors that were included in the research model, and Amos 18.0 was utilized to investigate the discriminant validity of the regulatory motivation construct in order to verify of its validity. SPSS 18.0 program was utilized to conduct exploratory factor analysis, correlation analysis and hypothesis verification. Additionally, in order to verify the research hypothesis, stepwise regression analysis was conducted, and Baron & Kenny's (1986) 3 step verification process was utilized to verify the mediator effects. Finally, Sobel verification test was used to verify the statistical significant of the indirect effects. Based on the results of the research, first, in terms of the influencing relationship between manager's behavior types (structural and self-giving) and regulatory motivation types (integration·verification, internal·external regulation), structural behavior had a negative (-) influence on integrated and verified regulation, and had a positive (+) influence on external regulation. Additionally, self-giving behaviors had a positive (+) influence on integrated and verified regulation. Second, the relationship between manager's behavior types (structural and self-giving) and conducts within and outside of the organizational role and deviant behaviors were identified. The results showed that manager's structural behavior had a positive (+) influence on deviant behaviors and a negative (-) influence on conducts outside of the organizational role. On the other hand, manager's self-giving behaviors had a positive (+) influence on conducts outside of the organizational role and a negative (-) influence on deviant behaviors. Third, after looking into the cause-and-effect relationship between regulatory motivation types (integration·verification, internal·external regulation) and deviant behaviors, conducts within and outside of the organizational role, integrated and verified regulation had a positive (+) influence on both conducts within and outside of the organizational role. In terms of internal regulation, it had a positive (+) influence on both conducts within and outside of the organizational role. Finally, external regulation had a negative (-) influence on conducts outside of the organizational role and a positive (+) influence on deviant behaviors. Fourth, after verifying for the mediator effects, the process of structural behavior→integrated and verified regulation→conducts outside of the organizational role and self-giving behaviors→integrated and verified regulation→conducts outside of the organizational role and structural behaviors→external regulation→deviant behaviors was the only path that satisfied the requirements for verifying the mediator effect. The theoretical implication of the following research is, first, verifying the relationship between manager's behavior types and performance on duties and deviant behaviors by utilizing the regulatory motivation types when applying it in organizational behaviors. Second, the research investigated the importance of manager's behavior types on regulatory motivation types. Third, the results suggest the importance of regulatory motivation types on performance on duties and deviant behaviors. Fourth, the paper verifies the psychological mechanism that leads from regulatory motivation type to performance on duties and deviant behaviors. The practical implication is, first, the need for strategic application of manager's behaviors in order to induce internal motivation of the organization members in regards to their duty. Second, there is a need to reduce structural behaviors that lead to nonproductive behaviors from the organization members. Despite the implications mentioned above, the following research has certain limitations. First, the limitation stems from the fact that the research was a cross-sectional study. Because data on manager's behaviors perceived by the organization members were collected at a certain point in time, a temporary influence on the measurement for evaluating the relationship between the manager and his or her subordinates cannot be prevented. Second, there was a lack of regulation on situational factors. There were limitations to regulating situational factors such as psychological distance between the manager-organization member and organizational culture which have an effect on the perception of manager's behaviors by the organization members. Third, there is a need to conduct a follow-up research on regulatory motivation. It was found through the research that there were many hypotheses that were rejected in terms of the influencing relationship that regulatory motivation types have on the manager's behavior types and factors. Even though regulatory motivation types is an mediator variable that links the relationship in manager's and organization member's behaviors, this result implies that there is another factor that connects manager to regulatory motivation types and regulatory motivation types to deviant behaviors. Fourth, the results speak for the need to develop a measurement system that explains regulatory motivation types.