Your browser does not support the PubReader view.
Go to this page to see a list of supporting browsers.
Korean Academic Society of Business Administration
[ Article ]
korean management review - Vol. 49, No. 4, pp.799-840
ISSN: 1226-1874 (Print)
Print publication date 31 Aug 2020
Received 02 Dec 2019 Revised 14 Apr 2020 Accepted 27 Apr 2020
DOI: https://doi.org/10.17287/kmr.2020.49.4.799

국내기업의 회의만족과 회의효과성에 영향을 미치는 요인들에 관한 탐색적 연구

이종현* ; 신강현** ; 오인수***
*(주저자) 아주대학교 사회과학연구소 tea4one@ajou.ac.kr
**(교신저자) 아주대학교 심리학과 khs9933@ajou.ac.kr
***(공저자) Temple University Fox School of Business insue.oh@temple.eduinsue.oh@temple.edu
Workplace Factors Affecting Meeting Satisfaction and Effectiveness in Korean Work Settings
Jong-Hyun Lee* ; Kang-Hyun Shin** ; In-Sue Oh***
*Ajou University, First Author
**Ajou University, Corresponding Author
***Temple University, Co-Author

초록

본 연구의 목적은 국내기업의 회의에 대한 실증연구의 근거를 탐색하는 것이다. 우선 예비연구로 반구조화 설문지를 이용하여 다양한 회의유형 및 시간, 빈도, 관련 변수의 측정방식을 탐색하였다. 이를 통해 회의유형을 범주화하고, 적합한 변수 측정방식을 선정하였다. 본 연구에서는 직장인 369명에게 양적 설문을 실시하여 회의 관련 변수들 간 관련성을 살펴보았으며, 각 회의유형에 대한 참여빈도가 회의 관련 변수들에 미치는 영향력을 검증하였고, 회의부담 및 설계특성, 리더십이 회의준거변수에 미치는 영향력을 검증하였다. 분석결과, 회의유형 중 브레인스토밍-창의적 기획 회의와 지시·보고회의가 각각 준거변수 및 리더십 간 관련성에서 서로 상반되는 특성을 지니고 있음이 확인되었고, 정보공유회의와 지시보고회의가 회의부담 및 회의만족, 회의효과성에 미치는 효과가 확인되었다. 또한, 회의부담 및 회의설계특성, 리더십이 각각 회의만족과 회의효과성을 거쳐 직무만족에 미치는 매개효과를 검증하였으며, 직무요구-자원모형을 근거로 과업중심형 리더십의 조절효과를 검증하였다. 마지막으로 연구결과에 대한 시사점과 제한점, 후속연구의 방향성을 논의하였다.

Abstract

The purpose of the current study is to systematically review and examine various factors affecting meeting satisfaction and effectiveness in Korean work settings. In Study 1, we provide a systematic literature review of existing research on meetings in work settings and develop a taxonomy for various workplace meetings by analyzing a semi-structured survey administered to 27 Korean employees. Based on the survey results, we also determine the appropriate measurement methods for meeting demands. In Study 2, based on 369 Korean employees, we examine (a) the relationships among workplace meeting-related variables; (b) the relationships of the frequency of attending certain types of meetings with meeting-related variables; and (c) the relationships of meeting demands, meeting design characteristics, and leadership styles with meeting-related outcomes. The results of Study 2 reveal four important findings. First, different types of meetings have differential effects on meeting-related variables. Second, meeting frequency influences meeting demands, meeting satisfaction, and meeting effectiveness. Third, the impacts of meeting demands, meeting design characteristics, and leadership styles on job satisfaction are mediated by meeting satisfaction and meeting effectiveness. Fourth, the negative impact of meeting demands on meeting effectiveness is amplified when the leadership style is less task-oriented. We discuss both theoretical and practical implications of these findings, along with study limitations and future research directions.

Keywords:

Meeting, Meeting Type, Meeting characteristics, Meeting demand, Meeting Satisfaction, Meeting Effectiveness

키워드:

회의, 회의유형, 회의설계, 회의부담, 회의만족, 회의효과성

References

  • 김민정(2015), “A study on good meeting practices, interactional justice, and informal learning: Mediating effect of meeting citizenship behavior,” 이화여자대학교 석사학위논문.
  • 김영한(2004), 삼성처럼 회의하라, 청년정신.
  • 대한상공회의소, “국내기업의 회의문화 실태와 개선해법,” 대한상공회의소 기업문화팀, 2017.02.27., Available at http://www.korcham.net/nCham/Service/Economy/appl/KcciReportDetail.asp?CHAM_CD=B001&SEQ_NO_C010=20120931410
  • 이정미(2019), 뭐든 잘되는 회사의 회의법, 브레인스토어.
  • 이현주, “김용범, 메리츠화재 기업문화 파격적으로 바꿔 순이익 순항,” BUSINESS POST, 2019.02.15., Available at http://www.businesspost.co.kr/BP?command=article_view&num=114019
  • 정찬우(2015), 30분 회의, 라온북.
  • 최은미(2002), 성공한 기업회의는 이렇게 다르다, 홍 출판.
  • 홍세희(2000), “구조방정식 모형에 있어서 적합도 선정 기준과 그 근거”. 한국심리학회지: 임상, 19(1), pp. 161-177.
  • 홍의석, “HDC 정몽규 회장, 근무환경 개선위해 수평적 토론과 자발적 회의문화 지원,” M민주신문, 2019. 02.15., Available at http://www.iminju.net/news/articleView.html?idxno=43037
  • Aiken, L. S. and S. G. West(1991), Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage.
  • Allen, J. A., and S. G. Rogelberg(2013), “Manager-Led Group Meetings: A Context for Promoting Employee Engagement,” Group and Organization Management, 38(5), pp.543-569. [https://doi.org/10.1177/1059601113503040]
  • Allen, J. A., N. Lehmann-Willenbrock, and S. G. Rogelberg(2015), The cambridge handbook of meeting science. Cambridge University Press. [https://doi.org/10.1017/CBO9781107589735]
  • Allen, J. A., S. G. Rogelberg, and J. Scott(2008), “Mind your meetings,” Quality Progress, 41, pp.48-52.
  • Allen, J. A., S. J. Sands, S. L. Mueller, K. A. Frear, M. Mudd, and S. G. Rogelberg(2012), “Employees' feelings about more meetings: An overt analysis and recommendations for improving meetings,” Management Research Review, 35(5), pp.405-418. [https://doi.org/10.1108/01409171211222331]
  • Allen, J. A., T. Beck, C. W. Scott, and S. G. Rogelberg(2014), “Understanding workplace meetings; A qualitative taxonomy of meeting purposes,” Management Research Review, 37(9), pp.791-814. [https://doi.org/10.1108/MRR-03-2013-0067]
  • Ang, S., and R. Malhotra(2016), “Association of received social support with depressive symptoms among older males and females in Singapore: Is personal mastery an inconsistent mediator?,” Social Science & Medicine, 153, pp.165-173. [https://doi.org/10.1016/j.socscimed.2016.02.019]
  • Astroff, M. T. and J. R. Abbey(1998), Convention Management & Service. 5th ed., NY: AH& MA.
  • Bakker, A. B., E. Demerouti & M. C. Euwema (2005), “Job Resources Buffer the Impact of Job Demands on Burnout,” Journal of Occupational Health Psychology, 10(2), pp. 170-180. [https://doi.org/10.1037/1076-8998.10.2.170]
  • Bakker, A. B., E. Demerouti, E. De Boer, and W. B. Schaufeli(2003), “Job demands and job resources as predictors of absence duration and frequency,” Journal of Vocational Behavior, 62, pp.341-356. [https://doi.org/10.1016/S0001-8791(02)00030-1]
  • Ballard, D., and F. Gomez(2006), “Time to meet: Meetings as sites of organizational memory,” Time and Memory, pp.301-312.
  • Baltes, B., M. W. Dickson, M. P. Sherman, C. C. Bauer, and J. S. LaGanke(2002), “Computer-mediated communication and group decision making: A meta-analysis,” Organizational Behavior and Human Decision Processes, 87, pp.156-179. [https://doi.org/10.1006/obhd.2001.2961]
  • Baran, E. B., L. R. Shanock, S. G. Rogelberg, and C. W. Scott(2012), “Leading group meetings: Supervisors’ actions, employee behaviors, and upward perception,” Small Group Research, 43(3), pp.330-355. [https://doi.org/10.1177/1046496411418252]
  • Barge, J. K., and J. Keyton(1994), “Contextualizing power and social influence in groups,” In L. R. Frey (Ed.), Group communication in context: Studies of natural groups (pp. 85-105). Hillsdale, NJ: Erlbaum.
  • Beck, S. J., & J. Keyton(2009), “Perceiving strategic meeting interaction,” Small Group Research, 40, pp.223-246. [https://doi.org/10.1177/1046496408330084]
  • Bluedorn, A. C., D. B. Turban, & M. S. Love(1999). The effects of stand-up and sit-down meeting formats on meeting outcomes. Journal of Applied Psychology, 84, pp.277-285. [https://doi.org/10.1037/0021-9010.84.2.277]
  • Boden, D.(1994), The business of talk: Organizations in actions. Cambridge, UK: Polity Press.
  • Browne, M. W., and R. Cudeck(1993), “Alternative ways of assessing model fit,” In: K. A. Bollen & J. S. Long (Eds.), Testing structural equation models (pp.136-162). Beverly Hills, CA: Sage.
  • Butterfield, E. C.(1964), “The interruption of tasks: Methodological, factual, and theoretical issues,” Psychological Bulletin, 62, pp.309-322. [https://doi.org/10.1037/h0039873]
  • Byrne, B. M.(2016), Structural Equation Modeling With AMOS: Basic Concepts, Applications, and Programming, Third Edition. Routledge. [https://doi.org/10.4324/9781315757421]
  • Campion, M. A., E. M. Papper, and G. J. Medsker (1996), “Relations between work team characteristics and effectiveness: A replication and extension,” Personnel Psychology, 49, pp.429-452. [https://doi.org/10.1111/j.1744-6570.1996.tb01806.x]
  • Canfield, J., and G. Smith(2011), Collaborate: Tools and techniques for productive meetings. Holland, MI: Black Lake Press.
  • Chaney, L. H., and J. A. Lyden(1997), “Employees' perceptions of impressions conveyed by selected aspects of business meetings,” Proceeding of the Academy of Managerial Communications, 2, pp.12-17.
  • Clifton, J., and D. Van de Miroop(2010), “‘Doing’ ethos - A discursive approach to the strategic deployment and negotiation of identities in meetings,” Journal of Pragmatics, 42, pp.2449-2461. [https://doi.org/10.1016/j.pragma.2010.03.008]
  • Cohen, M. A., S. G. Rogelberg, J. A. Allen, and A. Luong(2011), “Meeting design characteristics and attendee perceptions of staff/team meeting quality,” Group Dynamics: Theory, Research, and Practice, 15, pp.90-104. [https://doi.org/10.1037/a0021549]
  • Cohen, S.(1980), “Aftereffects of stress on human performance and social behavior: A review of research and theory,” Psychological Bulletin, 88, pp.82-108. [https://doi.org/10.1037/0033-2909.88.1.82]
  • Cohen-Charash, Y., and P. E. Spector(2001), “The role of justice in organizations: A meta-analysis,” Organizational Behavior and Human Decision Processes, 86, pp.278-321. [https://doi.org/10.1006/obhd.2001.2958]
  • Cohen-Powless, M. A., S. G. Rogelberg, & A. Luong (2003), “Understanding meeting satisfaction: A focus on design characteristics,” Poster session presented at the 17th annual conference of the Society for Industrial and Organizational Psychology, Orlando, FL.
  • Colquitt, J. A., D. E. Conlon, M. J. Wesson, C. O. L. H. Porter, and K. Y. Ng(2001), “Justice at the millennium: A meta-analytic review of 25 years of organizational justice research,” Journal of Applied Psychology, 86, pp.425-445. [https://doi.org/10.1037/0021-9010.86.3.425]
  • Crawford, E. R., J. A. LePine, and B. L. Rich (2010), “Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test,” Journal of Applied Psychology, 95(5), pp. 834-848. [https://doi.org/10.1037/a0019364]
  • Curry, J., D. Wakefield, J. Price, and C. Mueller (1986), “On the causal ordering of job satisfaction and organizational commitment,” Academy of Management Journal, 29(4), pp.847-858. [https://doi.org/10.2307/255951]
  • Donovan, R. A., Q. L. Huynh, I. J. Park, S. Y. Kim, R. M. Lee, and E. Robertson(2013), “Relationships among identity, perceived discrimination, and depressive symptoms in eight ethnic‐generational groups,” Journal of Clinical Psychology, 69(4), pp.397-414. [https://doi.org/10.1002/jclp.21936]
  • Geimer, J. L., D. J. Leach, J. A. DeSimone, S. G. Rogelberg, and P. B. Warr(2015), “Meetings at work: Perceived effectiveness and recommended improvements,” Journal of Business Research, 68(9), pp.2015-2026. [https://doi.org/10.1016/j.jbusres.2015.02.015]
  • Gersick, C. J. G.(1988), “Time and transition in work teams: Toward a new model of group development,” Administrative Science Quarterly, 31, pp.9-41. [https://doi.org/10.5465/256496]
  • Graen, G. B., and M. Uhl-Bien(1995), “The relationship-based approach to leadership: Development of LMX theory of leadership over 25 years: Applying a multi-level, multi-domain perspective,” Leadership Quarterly, 6(2), pp.219-247. [https://doi.org/10.1016/1048-9843(95)90036-5]
  • Hackman, J. R. and G. R. Oldham(1975), “Development of the job diagnostic survey,” Journal of Applied Psychology, 60(2), pp.159-170. [https://doi.org/10.1037/h0076546]
  • Hackman, J. R.(1968), “Effects of task characteristics on group products,” Journal of Experimental Social Psychology, 4, pp.162-187. [https://doi.org/10.1016/0022-1031(68)90040-1]
  • Hackman, J. R.(1977), “Work design.” In J.R. Hackman & J.L. Suttle (Eds.)., Improving life at work. Santa Monica, CA: Scott, Foresman.
  • Halpin, A. W. and B. J. Winer(1957), “A factorial study of the leader behavior descriptions,” in R. M. Stogdill, A. E. Coons (Eds.), Leader behavior: Its description and measurement, Bureau of Business Research, Ohio State University, Columbus (1957)
  • Harvard Business Review(2014), Running meetings (20-minute manager series). Boston, MA: Harvard Business Review Press.
  • Hayes, A. F.(2013), An introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York : Guilford.
  • Hobfoll, S. E.(2001), “The influence of culture, community, and the nested-self in the stress process: advancing conservations of resources theory,” International Association for Applied Psychology, 50(3), pp.337-421. [https://doi.org/10.1111/1464-0597.00062]
  • Hobfoll, S. E., and A. Shirom(1993), “Stress and burnout in work organizations,” in R.T. Golembiewski (Ed.), Handbook of organization behavior (pp. 41-61). New York: Dekker.
  • Hobfoll, S. E., and A. Shirom(2000), “Conservation of resources theory: Applications to stress and management in the workplace,” in R. T. Golembiewski (Ed.), Handbook of organization behavior (2nd Revised ed., pp. 57-81). New York: Dekker.
  • Hu L, and P. M. Bentler(1999), “Cutoff criteria for fit indexes in covariance structure analysis: conventional criteria versus new alternatives.” Structural Equation Modelling, 6, pp.1-55. [https://doi.org/10.1080/10705519909540118]
  • Jarzabkowski, P., and D. Seidl(2008), “The role of meetings in the social practice of strategy,” Organization Studies, 29(11), pp.1391-1426. [https://doi.org/10.1177/0170840608096388]
  • Judge, T. A., R. F. Piccolo, and R. Ilies(2004), “The forgotten ones? The validity of consideration and initiating structure in leadership research,” Journal of Applied Psychology, 89, pp.36-51. [https://doi.org/10.1037/0021-9010.89.1.36]
  • Karadağ, E(2015), Leadership and organizational outcomes: Meta-analysis of empirical studies, Springer International Publishing Switzerland (pp.29-56).
  • Kauffeld, S., and N. Lehmann-Willenbrock(2012), “Meetings matter: Effects of team meetings on team and organizational success,” Small Group Research, 43, pp.130-158. [https://doi.org/10.1177/1046496411429599]
  • Kauffeld, S., R. A. Meyers(2009), “Complaint and solution-oriented circles: Interaction patterns in work group discussions,” European Journal of Work and Organizational Psychology, 18, pp.267-294. [https://doi.org/10.1080/13594320701693209]
  • Kühnel, J., S. Sonnentag, and M. Westman(2009), “Does work engagement increase after a short respite? The role of job involvement as a double‐edged sword,” Journal of Occupational and Organizational Psychology, 82 (3), pp.575-594. [https://doi.org/10.1348/096317908X349362]
  • Leach, D. J., S. G. Rogelberg, P. B. Warr, and J. L. Burnfield(2009), “Perceived meeting effectiveness: The role of design characteristics,” Journal of Business and Psychology, 24, pp.65-76. [https://doi.org/10.1007/s10869-009-9092-6]
  • Lehmann-Willenbrock, N., R. A. Meyers, S. Kauffeld, A. Neininger, and A. Henschel(2011), “Verbal interaction sequences and group mood: Exploring the role of planning communication,” Small Group Research, 42, pp.639-668. [https://doi.org/10.1177/1046496411398397]
  • Lu, L., C. L. Cooper, and H. Y. Lin(2013), “A cross-cultural examination of presenteeism and supervisory support,” Career Development International, 18(5), pp.440-456. [https://doi.org/10.1108/CDI-03-2013-0031]
  • Luong, A., and S. G. Rogelberg(2005), “Meetings and more meetings: The relationship between meeting load and the daily well-being of employees,” Group Dynamics: Theory, Research, and Practice, 9, pp.58-67. [https://doi.org/10.1037/1089-2699.9.1.58]
  • MacKinnon, D. P., J. L. Krull, and C. M. Lockwood (2000), “Mediation, confounding and suppression,” Prevention Science, 1(4), pp.173-181. [https://doi.org/10.1023/A:1026595011371]
  • McComas, K. A.(2003), “Citizen satisfaction with public meetings used for risk communication,” Journal of Applied Communication Research, 31, pp.164-184. [https://doi.org/10.1080/0090988032000064605]
  • McComas, K. A., L. S. Tuit, L. Waks, and L. A. Sherman(2007), “Predicting satisfaction and outcome acceptance with advisory committee meetings: The role of procedural justice,” Journal of Applied Social Psychology, 37, pp.905-927. [https://doi.org/10.1111/j.1559-1816.2007.00192.x]
  • McGrath, J. E.(1984), Groups: Interaction and performance, Englewood Cliffs, NJ: Prentice-Hall.
  • Meetings and Conventions(2006), M&C meeting market report. August 2006.
  • Morrison, E. W., F. J. Milliken(2000), “Organizational silence: a barrier to change and development in a pluralistic world,” Academy of Management Review, 25, pp.706-725. [https://doi.org/10.5465/amr.2000.3707697]
  • Nixon, C. T., & G. E. Littlepage(1992), “Impact of meeting procedures on meeting effectiveness,” Journal of Business and Psychology, 6, pp. 361-369. [https://doi.org/10.1007/BF01126771]
  • O’Brien, R. M. (2007). "A Caution Regarding Rules of Thumb for Variance Inflation Factors,” Quality & Quantity, 41(5), pp.673-690. [https://doi.org/10.1007/s11135-006-9018-6]
  • Odermatt, I., C. J. König, M. Kleinmann, R. Nussbaumer, A. Rosenbaum, J. L. Olien, and S. G. Rogelberg(2017), “On leading meetings: Linking meeting outcomes to leadership styles,” Journal of Organizational Studies, 24(2), pp.189-200. [https://doi.org/10.1177/1548051816655992]
  • Oliverio, M. E., W. R. Pasewark, and B. R. White (1998), The office procedures and technology. 3rd ed., Ohio: South-Western Educational Publishing(pp. 403-442).
  • Park, C., and M. Keil(2009), “Organizational silence and whistle‐blowing on IT projects: An integrated model,” Decision Sciences, 40(4), pp.901-918. [https://doi.org/10.1111/j.1540-5915.2009.00255.x]
  • Piers, S. (2012), Motivation: Theory and Applied. Boston, MA: Pearson Learning Solutions.
  • Reinig, B. A., and B. Shin(2003), “The dynamic effects of group support systems on group meetings,” Journal of Management Information Systems, 19, pp.303-325. [https://doi.org/10.1080/07421222.2002.11045728]
  • Reinig, B. A., R. O. Briggs, M. M. Shepherd, J. Yen, and J. F. Nunamaker(1995), “Affective reward and the adoption of group support systems: Productivity is not always enough,” Journal of Management Information Systems, 12, pp.171-185. [https://doi.org/10.1080/07421222.1995.11518096]
  • Ressler, C., and J. Thompson(2008), Why work sucks and how to fix it: No schedules, no meetings, no joke - the simple change that can make your job terrific. New York, NY: Penguin.
  • Rogelberg, S. G., C. W. Scott, and J. Kello(2007), “The science and fiction of meetings,” MIT Sloan Management Review, 48(2), pp.18-22.
  • Rogelberg, S. G., C. W. Scott, B. Agypt, J. Williams, J. E. Kello, T. McCausland, and J. L. Olien (2014), “Lateness to meetings: Examination of an unexplored temporal phenomenon,” European Journal of Work and Organizational Psychology, 23(3), pp.323-341. [https://doi.org/10.1080/1359432X.2012.745988]
  • Rogelberg, S. G., D. J. Leach, P. B. Warr, and J. L. Burnfield(2006), “Not another meeting! Are meeting time demands related to employee well-being?,” Journal of Applied Psychology, 91(1), pp.83-96. [https://doi.org/10.1037/0021-9010.91.1.83]
  • Rogelberg, S. G., J. A. Allen, L. Shanock, C. Scott, and M. Shuffler(2010), “Employee satisfaction with meetings: A contemporary facet of job satisfaction,” Human Resource Management, 49, pp.149-172. [https://doi.org/10.1002/hrm.20339]
  • Rogelberg, S. G., L. R. Shanock, and C. W. Scott (2012), “Wasted time and money in meetings: Increasing return on investment,” Small Group Research, 43(2), pp.236-245. [https://doi.org/10.1177/1046496411429170]
  • Sauer, N. C., and S. Kauffeld(2013), “Meetings as networks: Applying social network analysis to team interaction,” Communication Methods & Measures, 7, pp.26-47. [https://doi.org/10.1080/19312458.2012.760729]
  • Schaufeli, W. B.(2015), “Engaging leadership in the job demands-resources model,” Career Development International, 20(5), pp.446-463. [https://doi.org/10.1108/CDI-02-2015-0025]
  • Schulte, E. M., N. Lehmann-Willenbrock, and S. Kauffeld(2013), “Age, forgiveness, and meeting behavior: A multilevel study,” Journal of Managerial Psychology, 28, pp.928-949. [https://doi.org/10.1108/JMP-06-2013-0193]
  • Schwartzman, H. B.(1986), “The meeting as a neglected social form in organizational studies,” Research in Organizational Behavior, 8, pp. 233-258.
  • Schwartzman, H. B.(1989), The meeting: Gatherings in organizations and communities. New York, NY: Plenum.
  • Shanock, L. R., J. A. Allen, A. M. Dunn, B. E. Baran, C. W. Scott, and S. G. Rogelberg (2013), “Less acting, more doing: How surface acting relates to perceived meeting effectiveness and other employee outcomes,” Journal of Occupational and Organizational Psychology, 86, pp.457-476. [https://doi.org/10.1111/joop.12037]
  • Spencer, J., and A. Pruss(1992), Managing your team: How to organise people for maximum results, London: Piatkus.
  • Tangney, J. P., J. Stuewig, and A. G. Martinez (2014), “Two faces of shame: The roles of shame and guilt in predicting recidivism,” Psychological Science, 25(3), pp.799-805. [https://doi.org/10.1177/0956797613508790]
  • Tilton, R. S., J. H. Jackson, and S. C. Rigby(1996), The electronic office: Procedures & administration, 11th ed., Ohio: South-Western Educational Publishing(pp. 450-494).
  • Tropman, J. E.(1996), Making meetings work, Thousand Oaks, CA: Sage.
  • Van Vree, W.(1999). Meetings, manners, and civilization: The development of modern meeting behavior, London, UK: Leicester University Press.
  • Van Vree, W.(2011), “Meetings: The frontline of civilization,” Sociological Review, 59, pp. 241-262. [https://doi.org/10.1111/j.1467-954X.2011.01987.x]
  • Volkema, R. J. and F. Niederman(1995), “Organizational meetings: Formats and information requirements,” Small Group Research, 26, pp.3-24. [https://doi.org/10.1177/1046496495261001]
  • Waddell, W. C. and T. A. Rosko(1993), “Conducting an effective off-site meeting,” Management Review, 82(2). pp.40-44.
  • Wang, Y., J. Chen, and A. Bakker(2017), “Authentic Leadership in the Job Demands and Resources Perspective: A Multilevel Investigation,” Academy of Management Proceedings , 1. [https://doi.org/10.5465/AMBPP.2017.17646abstract]
  • Weiss, H. M., and R. Cropanzano(1996), “Affective Events Theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work,” Research in Organizational Behavior, 18, pp.1-74.
  • Zetter, M., and M. Solga(2013), “Not enough of a ‘dark’ trait? Linking machiavellianism to job performance,” European Journal of Personality, 27, pp.545-554. [https://doi.org/10.1002/per.1912]
  • Zijlstra, F. R., R. A. Roe, A. B. Leonora, and I. Krediet(1999), “Temporal factors in mental work: Effects of interrupted activities,” Journal of Occupational and Organizational Psychology, 72, pp.163-185. [https://doi.org/10.1348/096317999166581]

• 저자 이종현은 현재 아주대학교 사회과학연구소의 학술연구교수로 재직 중이다. 아주대학교 심리학과를 졸업하여 동 대학원 산업 및 조직심리학 박사학위를 취득하였으며, 주요 연구분야는 직장인들의 성격, 스트레스, 직무배태성, 마음챙김 등이다.

• 저자 신강현은 현재 아주대학교 심리학과 산업 및 조직심리학 전공 교수로 재직 중이다. 성균관대학교 산업심리학과 및 동 대학원을 졸업하였으며, 미국 Kansas State University에서 산업 및 조직심리학 박사학위를 취득하였다. 주요 연구분야는 직장인들의 직무스트레스와 직무동기, 인사선발 등이다.

• 저자 오인수는 현재 Temple University 경영대에서 인사관리 담당 석좌교수로 재직 중이다. 성균관대학교 산업심리학과 및 동 대학원을 졸업하였으며, 미국 University of Iowa에서 경영학 박사학위를 취득하였다. 박사학위 취득 이후에 University of Alberta와 Virginia Commonwealth University에서 교수로 재직하였다. 주요연구분야는 선발/채용, 전략적 인사관리, 메타연구방법론 등이다.