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연령 다양성, 집단시민행동, 팀 성과간 관계 연구: 카리스마적 리더십과 의사결정참여의 조절효과 탐색
Reports NRF is supported by Research Projects( 연령 다양성, 집단시민행동, 팀 성과간 관계 연구: 카리스마적 리더십과 의사결정참여의 조절효과 탐색 | 2016 Year 신청요강 다운로드 PDF다운로드 | 성지영(전북대학교) ) data is submitted to the NRF Project Results
Researcher who has been awarded a research grant by Humanities and Social Studies Support Program of NRF has to submit an end product within 6 months(* depend on the form of business)
사업별 신청요강보기
  • Researchers have entered the information directly to the NRF of Korea research support system
Project Number 2016S1A5A8018948
Year(selected) 2016 Year
the present condition of Project 종료
State of proposition 재단승인
Completion Date 2017년 10월 17일
Year type 결과보고
Year(final report) 2017년
Research Summary
  • Korean
  • 연구는 현대 기업조직에서 점차 그 중요성이 증가하고 있는 집단의 다양성 중 연령 다양성에 초점을 맞추었다. 우리나라의 경우도 과거 선진국들 못지않게 빠른 속도로 고령화되고 있으며 그 가운데서도 직장 내 연령 다양성이 증가하고 있다. 이에 본 연구는 연령 다양성이 집단시민행동을 통해 어떻게 팀 성과에 영향을 미치는지를 분석하고자 한다. 집단 다양성과 집단의 성과나 유효성 등 결과변수간의 관계를 토의한 선행연구들은 부정적 효과와 함께 긍정적 효과를 제시하는 등 일관되지 않은 결과를 보여주었다. 이에 본 연구에서는 Van Knippenberg와 그의 동료들이 개발한 ‘범주-정교화 모형(categorization-elaboration model: 이하 CEM)’을 기초로 하여 연령 다양성(age diversity)과 집단의 성과(team perform)간의 중간 과정을 집단시민행동(group organizational citizenship behavior: 이하 GOCB)이 매개한다는 연구모형을 설정하였다. 기존의 연구에 따르면 다양성은 성과에 긍정적인 영향을 줄 수 있는 것처럼 부정적 효과 역시 줄 수 있다(예, Bowers, Pharmer, & Salas 2000; Williams & O’Reilly, 1998; van Knippenberg, De Dreu, & Homan, 2004). 이 과정에서 다양성과 팀 성과의 관계를 선형관계가 아닌 비선형관계(이 분석에서는 역U자 모형)로 설정하여 분석하는데 초점을 두었다. 즉 다양성이 매우 낮거나 지나치게 높은 경우보다 적정 수준의 연령다양성이 집단시민행동을 높이고 이것이 결과적으로 집단의 성과로 이어질 수 있다는 논리를 전개하고자 한다. 또한 이 과정에 있어 카리스마적 리더십과 의사결정에의 참여라는 인사관리관행이 연령다양성과 팀 성과간의 효과를 조절하는 매개적 조절효과 모형(mediated-moderation model)을 설정하고 분석하고자 한다. 본 연구에서는 Hayes (2013)와 Edwards & Lambart (2007)가 소개한 방법을 활용하여, 리더십과 HRM practice가 연령 다양성과 집단시민행동, 그리고 팀 성과 간의 관계에서 조절효과로 작용하는 1단계 매개적 조절 효과(first stage mediated-moderation) 모형을 채택하고자 한다. 예측하고 있는 결과는 카리스마적 리더십과 의사결정에의 참여가 연령다양성, 집단시민행동, 그리고 팀 성과간의 관계를 조절하는 역할을 할 것이라는 것이다. 연구결과에 따라 강한 문화를 가진 조직에서는 강한 리더십보다 오히려 잘 정비된 조직제도가 효과적이라는 선행 연구결과를 재확인할 수 있으리라 본다(예, Thompson, 2011). 이것은 강한 리더십이 강한 조직문화가 존재하는 조직에서 항상 효과적이지만은 않을 것이라는 경영상의 시사점을 제시할 것이다. 또한 이 연구는 직장 내에 크게 증가하고 있는 다양성에 대한 문제해결의 방향을 제시한다는 점에서 그 의의가 크다 하겠다.
  • English
  • This study attempts to examine the effect of age diversity on group organizational citizenship behavior (GOCB) leading to team performance in work-based teams of a Korean firm. Previous research on the relationship between work group diversity and group outcomes has produced inconsistent results. Based on the categorization- elaboration model (CEM), the study plans to find that both high and low levels of group diversity limit GOCB, whereas intermediate group diversity enhances it, producing a relationship that can be represented by an inverted U-shaped curve. The curvilinear relationship between age diversity and GOCB is hypothesized to be moderated by participation in decision making and charismatic leadership. A mediated moderation model, where GOCB mediates the interactive relationship of age diversity and participation in decision making and team performance, is proposed. The author is going to discuss the implications of these results for future research and practice.
Research result report
  • Abstract
  • This study attempts to examine the effect of age diversity on group organizational citizenship behavior (GOCB) leading to teamperformance in work-based teams of a Korean firm. Previous research on the relationship between work group diversity and group outcomes has produced inconsistent results. Based on the categorization- elaboration model (CEM), the study plans to find that both high and low levels of group diversity limit GOCB, whereas intermediate group diversity enhances it, producing a relationship that can be represented by an inverted U-shaped curve. The curvilinear relationship between age diversity and GOCB is hypothesized to be moderated by participation in decision making and charismatic leadership. A mediated moderation model, where GOCB mediates the interactive relationship of age diversity and participation in decision making and team performance, is proposed. The author is going to discuss the implications of these results for future research and practice.
  • Research result and Utilization method
  • As expected, an inverted-U-shaped curvilinear relationship was found between age diversity and GOCB and between age diversity and group performance. Curvilinear rather than linear predictions of the relationship between age diversity and group outcomes may provide a partial answer why some diverse groups outperform homogeneous groups by a wide margin, while others seriously underperform.
    Also, the results supported our prediction that participation in decision making moderates the relationship between age diversity to GOCB and group performance. When participation in decision making is low, the original inverted-U-shaped relationship between age diversity and GOCB is more strongly curved, whereas when participation is high, the inverted-U-shaped relationship is much flatter. In this study, we found that there is a role for participation in decision making, which can overcome the negative effects of age diversity on GOCB and group performance at both homogeneous and highly heterogeneous levels of diversity.
    The findings from this study suggest that participation in decision making facilitates GOCB since it creates a climate of trust and helping in the workplace. However, our findings indicate that the effect of the moderator on the relationship between age diversity and group outcomes varies according to the level of age diversity. When the work team is so heterogeneous in age composition, the effect of participation in decision making is much greater than when the team is homogeneous. Although extreme homogeneity and extreme heterogeneity in age composition in the work team negatively affect GOCB and group performance, they are not equal in their effects. The negative effect of high age diversity on group outcomes seems much greater than that of low age diversity.
    On the other hand, despite extensive evidence for a relationship between charismatic leadership and team outcomes in earlier research (Conger et al., 1988; Hogg, 2001; Kearney & Gebert, 2009; Kunze & Bruch, 2010), the present study did not support the moderation hypothesis in the case of charismatic leadership. We explored the reasons why charismatic leadership did not function as a moderator in the relationship between age diversity and GOCB and/or group performance by comparing our results with the findings from earlier studies on this issue. The well integrated corporate culture may override strong leadership of the type that can be described as “charismatic leadership”. Sometimes, “strong” leadership may conflict with well integrated corporate culture and climate. Even though this case may not be generalized to other industries, we found a relevant and illustrative case in our sample. This result has interesting implications for research into the effects of demographic diversity more generally. This issue needs to be examined further in future research.
    활용방안: 이 연구의 결과를 바탕으로 실제 기업체 컨설팅이나 학술 자문회의 및 국제 학술대회에서 한국의 사례를 사용하여 기업조직 내 연령다양성의 효과가 갖는 이론적, 실용적 함의에 대해 설명하고 이를 활용해 나갈 계획이다.
  • Index terms
  • 연령 다양성, 집단수준의 조직시민행동, 카리스마적 리더십, 의사결정참여, 비선형관계
  • List of digital content of this reports
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