호텔직원의 조직공정성 인식, 조직신뢰, 지식공유 및 조직유효성 간의 관계

Abstract

There has been lack of previous research on the effects of organizational trust and knowledge sharing, which are important factors in organizational management, organizational justice and organizational effectiveness. Therefore, the aim of this study is to investigate the relationship among hotel staff's perception of organizational justice, internal organizational trust, knowledge sharing, and organizational effectiveness. Another purpose of this study is to provide theoretical and practical implications for strategic organizational management, and to contribute to securing competitiveness of hotel companies. The questionnaire for this study, organized into five categories, had a total of 48 questions consisting of 18 questions for the hotel staff's 'organizational justice', 6 questions for the hotel staff's 'organizational trust', 6 questions for 'knowledge sharing' for the hotel staff, 12 questions for 'organizational effectiveness' for the hotel staff, and 6 questions on demographic characteristics. A total of 320 copies were distributed to employees of 10 five-star hotels in Jeju Special Self-Governing Province, and 304 copies were collected, 300 of which were used for the final empirical analysis. The statistical program used for the empirical analysis was SPSS 22.0 and Amos 22.0. For data analysis, descriptive statistics was conducted to analyze general characteristics of sample data. Independent sample t-tests, one-way ANOVA, and post-test were performed to identify differences in study variables. In order to examine the conceptual validity of the measurement items, a confirmatory factor analysis was performed, and discriminant validity was computed to see the difference between variables. In addition, structural equation model analysis and bootstrap analysis were conducted to test the significance of direct and indirect effects. Multiple regression analysis was performed to test the effects of sub-factors of organizational justice on organizational effectiveness. In addition, a regression analysis proposed by Baron and Kenny(1986) was conducted for the test of mediating effects, and retested with a Sobel test. The results of the hypothesis tests are as follows: First, hotel staff's distributive justice perception and procedural justice perception had a significant positive(+) effect on the direct relationship between organizational effectiveness. However, interactional justice perception did not have significant effects on organizational effectiveness. Therefore, the hypothesis 1 was partially adopted. Second, the mediating effect of organizational trust was found in the relationship between distributive justice perception and procedural justice perception. However, it was found that the interactional justice perception did not play a mediating effect on organizational trust in relation to organizational effectiveness. Therefore, Hypothesis 2 was partially adopted. Third, there was no mediating effect of knowledge sharing in the relationship between distributive justice perception and procedural justice perception on organizational effectiveness. However, although interactional justice perception did not have a direct effect on organizational effectiveness, it was shown to have an indirect effect on organizational effectiveness through knowledge sharing and to play a full mediating effect. Therefore, Hypothesis 3 was partially adopted. The main theoretical implications of this study are as follows: First, the significance of this study was to identify the indirect effects of organizational trust and knowledge sharing and the role of multiple mediating in the relationship between organizational justice perception and organizational effectiveness among hotel company staff. Second, In hotel staff's organizational justice perception, it can be seen that the procedural justice perception, which is a process satisfaction, is perceived as a primary influencing factor in organizational effectiveness. Third, in order to improve the organizational trust of hotel staff, the justice and procedural justice of result compensation, such as the treatment of staff, can be said to be the main influencing factors. Fourth, it can be said that hotel staffs perceive interactions among themselves as important since these interactions contribute to promoting knowledge sharing and as a consequence lead to organizational effects. Fifth, it is judged that it will provide an important basis on the research on organizational justice perception and organizational effectiveness for staffs of hotel companies in the future by conducting analysis according to differences in the characteristics of the research subjects. The practical implications of this study are as follows: First, it was found that the higher the hotel staff's perception of procedural justice and distributive justice, the higher the organizational effectiveness. As a result, hotel companies can improve organizational effectiveness by fostering the staff's perception of procedural justice and distributive justice. Second, hotel organization and hotel staff will be able to meet the organizational justice perception and improvement of organizational effectiveness through organizational trust. Third, hotel companies should be fair and equitable in the relationship among executives, management and staffs of hotel companies, and hotel staffs should expand and practice knowledge sharing among themselves with a self-directed perspective. Lastly, it is necessary to devise an effective program by deriving problems according to differences in age ranges, different work experiences, work departments, and positions which derive from the characteristics of the research subjects. The limitations and suggestions of this study are as follows: First, the research population is limited in generalizing the results of this study as a phenomenon in the entire hotel industry. In the future, it is expected that there will be more meaningful research results by expanding and comparing the research subjects to various regions. Second, it is recommended future research will attempt to apply various untact survey methods, such as mobile survey, as an alternative to the risk of viral infections that may be a concern of visiting survey questionnaires. Third, a proactive introduction of the "organizational justice process of hotel companies" is strongly suggested as a practical way to improve organizational effectiveness through enhanced organizational justice perception among hotel company staffs. In addition, it is argued that efforts to create a consensus across the enterprises are necessary for the introduction and settlement of such a system. Lastly, as for the future research directions, it is suggested that research attempts are made that overcome limitations of the previous research and the research scope of various variables will be expanded. It is highly expected that studies that overcome these limitations and problems will contribute to both the theoretical and practical aspects of the field.