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Korean Academic Society of Business Administration
[ Article ]
korean management review - Vol. 46, No. 2, pp.455-480
ISSN: 1226-1874 (Print)
Print publication date 30 Apr 2017
Received 27 Sep 2016 Revised 09 Jan 2017 Accepted 23 Jan 2017
DOI: https://doi.org/10.17287/kmr.2017.46.2.455

다수준 분석을 통한 조직 공정성과 직무탈진 간의 관계에서 변혁적/거래적 리더십의 조절효과에 관한 연구

홍계훈* ; 오세미** ; 양회창***
*(주저자) 청주대학교 경상대학 경영학과 강사 nuno14@naver.com
**(공저자) 한국고용정보원 연구원 ohsm0718@keis.or.kr
***(교신저자) 장안대학교 유통경영학과 조교수 pricezzang@jangan.ac.kr
A Research on the Moderating Effect of Transformational/ Transactional Leadership in the Relationship between Organizational Justice and Job Burnout through Multi-level Analysis
Gye-Hoon Hong* ; Se-mi Oh** ; Hoe-Chang Yang***
*Part time lecturer, Cheongju University, First Author
**Researcher, Korea Employment Information Service(KEIS), Co-Author
***Assistant Professor, Jangan University, Corresponding Author

초록

본 연구는 개인수준의 분배공정성 및 절차공정성과 직무탈진 간의 관계에서 집단수준의 변혁적 리더십과 거래적 리더십이 조절변수로서의 역할을 수행하는지 알아보았다. 개인수준에서 분배공정성과 절차공정성이 확보되었다는 인식은 구성원들에게 직무자원으로 작용될 수 있으며, 직무탈진을 줄여주는 역할을 수행할 것으로 예측하였다. 또한, 두 공정성과 직무탈진 간의 부(-)적인 관계들은 집단수준에서의 변혁적/거래적 리더십에 의해 달라질 수 있다. 변혁적 리더는 부하직원들에게 비전을 제시하고 비전을 달성할 수 있을 것이라는 자신감을 심어주는 등의 행동을 통해 긍정적인 관계를 형성할 수 있다. 따라서 분배 및 절차공정성이 직무탈진에 미치는 부적인 영향을 더 강화할 수 있을 것으로 예상하였다. 반대로 집단수준에서의 거래적 리더십은 부하직원들을 거래적인 관계로 대함에 따라 오히려 부하직원들에게 부담감을 줄 수 있다. 이는 직무탈진에 대한 분배 및 절차공정성의 효과를 감소시킬 것으로 예측하였다. 가설을 검증하기 위해 58개 보육시설의 288명의 보육교사들을 표본으로 선정하였으며, 분석은 HLM 분석방법을 사용하였다. 분석결과, 개인수준에서 분배공정성은 직무탈진을 감소시키지 못하는 반면, 절차공정성은 직무탈진을 감소시키는 것으로 나타났다. 또한, 집단수준의 변혁적 리더십은 개인수준의 절차공정성과 직무탈진 간의 부적인 관계의 강도를 향상시키는 반면, 집단수준의 거래적 리더십은 개인수준에서 두 변수들 간의 부적인 관계의 강도를 경감시키는 것으로 나타났다. 하지만, 두 리더십은 분배공정성과 직무탈진 간의 관계에서 아무런 역할을 수행하지 못하는 것으로 나타났다.

Abstract

In this study, the negative relationships between distributive and procedural justice and job burnout were expected. When employees perceived fair treatment from their organization, fair treatment could be considered a critical job resource to them and would diminish the magnitude of their stress and job burnout. Additionally, transformational and transactional leadership would work be working as the moderators in the relationship between distributive and procedural justice and job burnout. Because transformational leader would exert positive influenced influence toward employees, we expected this would intensify the negative relationships between distributive and procedural justice and job burnout. Conversely, transactional leadership would make employees be under the pressure of developing performance. Employees could feel the pressure for increasing the performance and decreasing the mistakes because of transactional leadership. Therefore, we expected that transactional leadership would weaken the negative relationships between distributive and procedural justice and job burnout. While the relationships between distributive and procedural justice and job burnout were analyzed in an individual level, especially, the moderating effects of two types of leadership were analyzed in a organizational level. To investigate these hypotheses, we used survey questionnaires data which 288 employees in nursery facilities completed from 58 groups. At first, there was a significantly negative relationship between procedural justice and job burnout, while there was not a significant relationship between distributive justice and job burnout. Secondly, transformational leadership strengthened the negative relationship between procedural justice and job burnout while transactional leadership weakened the relationship between them. However, two types of leadership didn't play the role of moderator in the relationship between distributive justice and job burnout.

Keywords:

Distributive Justice, Procedural Justice, Transformational Leadership, Transactional Leadership, Job Burnout

키워드:

분배공정성, 절차공정성, 직무탈진, 변혁적 리더십, 거래적 리더십

Acknowledgments

본 논문에 대한 건설적인 조언을 주신 익명의 심사위원님들께 감사함을 전합니다. 또한, 본 논문은 2012년 정부(교육과학기술부)의 재원으로 한국연구재단의 일부 지원을 받아 수행된 연구임(NRF-2012S1A5B5A07036369)

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• 저자 홍계훈은 현재 청주대학교 경상대학 경영학과의 시간강사로 재직 중이다. 아주대학교 경영대학을 졸업하고, 동 대학원 경영학과에서 경영학석사 및 박사를 취득하였다. 박사 학위 취득 이후에는 아주대학교 경영연구소에서 연구원으로 일하였으며, 동덕여자대학교, 아주대학교, 한신대학교, 홍익대학교 등에서 시간강사로 일하였다. 주요연구분야는 공정성과 리더십, 신뢰 등이다.

• 저자 오세미는 현재 한국고용정보원 연구원으로 재직 중이며, 아주대학교 대학원 경영학과에서 경영석사를 취득하고, 동 대학원에서 박사 과정에 있다. 주요 관심분야는 직무만족, 공정성과 리더십, 직업훈련 등이다.

• 저자 양회창은 현재 장안대학교 유통경영과 조교수로 재직중이며 아주대학교 경영대학을 졸업하고 동 대학 경영대학원 및 일반대학원 경영학과에서 경영학석사 및 박사를 취득하였다. 주요연구분야는 공정성, 리더십, 편향 등과 소비자행동, 유통·마케팅, 친환경 농·축산업 및 6차산업과 관련된 융·복합 분야이다.