지원사업
학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
커뮤니티
연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
논문 기본 정보
- 자료유형
- 학위논문
- 저자정보
- 지도교수
- 박중환
- 발행연도
- 2022
- 저작권
- 동명대학교 논문은 저작권에 의해 보호받습니다.
이용수28
이 논문의 연구 히스토리 (2)
- 이 논문의 후속연구가 궁금하신가요?
- 연관 학술논문 또는 학술발표를 통해 보다 발전된 연구결과를 확인하실 수 있습니다.
- 이 논문의 연구 히스토리 확인하기
초록· 키워드
오류제보하기
기업의 조직문화(organizational culture)가 구성원과 경영성과에 미치
는 영향에 대해서는 지난 수십 년 동안 동서양의 많은 학자들이 연구를
통하여 지지하였고, 또한 지금도 계속 실증되고 있다. 현재 높은 경영실
적을 내고 있는 세계의 유수한 글로벌 기업들의 면면을 살펴보면, 그들
기업에는 모방할 수 없는 문화적 우성인자가 존재한다는 것을 우리는 알
수 있으며, 이것은 기업 내 흐르고 있는 조직문화의 기류가 구성원의 만
족과 몰입을 통하여 성과에 지대한 기여를 하고 있을 뿐만 아니라, 경쟁
우위적인 기업 경영을 지속 가능하게 해준다는 것을 현실로 보여주고 있
는 것이다. 본 연구는 이렇듯 기업의 생존과 직결되는 핵심 요소 중 하
나인 조직문화의 중요성을 다시 한번 인식하고, 호텔기업의 어떤 조직문
화 유형이 종사원에게 긍정적 영향을 미치는가를 분석하여 향후, 호텔의
성장과 발전에 일조할 조직문화 형성의 해법을 제시하는데 그 의의를 둔
다.
본 연구에서는 호텔기업의 종사원들이 지각하는 조직문화가 직무만족
과 조직몰입, 그리고 직무성과에 미치는 영향에 대하여 이론적 고찰과
실증 분석을 통하여 살펴보고, 호텔의 형편에 가장 적합한 조직문화의
개선과 수용에 대한 바람직한 방향성을 제시하고자 한다. 따라서 국내외
연구 및 학술 논문과 인터넷 등을 통한 문헌 자료의 검토와 학문적 이론
을 바탕으로 연구모형을 도출하고 가설을 설정하였다.
설문조사는 대구, 부산, 경상남도에 소재한 3∼5성급 15개 호텔종사원
들을 대상으로 설문지를 이용한 자료를 수집하였으며, 설문조사 기간은
2021년 6월 25일부터 7월 18일까지 실시하였다. 회수된 292부의 설문지
중에서 분석에 부적합한 23부를 제외한 267부를 유효표본 대상으로 IBM
SPSS 26.0을 사용하여 분석하였고 이후, 신뢰도 분석과 요인분석, 회귀
분석, 빈도분석을 실시하였다.
연구 결과, 호텔기업의 조직문화(혁신지향문화, 관계지향문화, 위계지
향문화, 과업지향문화)는 종사원의 직무만족, 조직몰입, 직무성과에 유의
한 영향을 미치는 것으로 분석되었다. 특히 관계지향문화는 현직 호텔종
사원들이 가장 많이 지각하는 직장 내 문화 기류로 파악되었는데, 이는
배려, 관심, 친밀, 협조 등의 항목이 중요시되고, 참여와 헌신을 핵심 가
치로 여기며, 구성원에 대한 인간적 배려와 가족적인 분위기를 만들어
내는 특성을 보이는 조직문화 유형으로서 종사원과 조직과의 높은 일체
감을 통해 직무만족과 조직몰입의 증진에 긍정적이라고 할 수 있다.
기업을 둘러싼 경영환경의 변화로 목표의 달성과 성과에 대한 예측이
불투명한 오늘날, 호텔기업은 현재 조직 내 종사원들이 지각하는 문화적
기류를 재점검하여 호텔이 추구하는 가치와 어느 정도 일치하며, 또 목
표를 향한 방향점이 어느 정도 같은지를 살펴보아야 할 것이다. 이는 조
직문화의 유형에 따라 성과가 다르게 나타난다면 종사원들의 직무만족과
몰입에 긍정적 작용을 하는 유형을 찾아내어 전략적으로 강화함으로써
호텔의 성과와 이윤의 극대화를 유도할 수 있는 경쟁력 있는 조직문화를
형성해 나가야 하기 때문이다. 더불어 호텔기업은 조직의 미래상(像)을
구성원들에게 명확하게 제시하고 이에 적합한 혁신적 활동 요소를 선도
하며, 무엇보다 기업 인적자원이라는 관점에서 종사원의 관리에 대한 인
식이 제고되어 이들이 만족하여 몰입할 수 있는 적절한 조직문화의 수용
과 관리가 필요하다.
는 영향에 대해서는 지난 수십 년 동안 동서양의 많은 학자들이 연구를
통하여 지지하였고, 또한 지금도 계속 실증되고 있다. 현재 높은 경영실
적을 내고 있는 세계의 유수한 글로벌 기업들의 면면을 살펴보면, 그들
기업에는 모방할 수 없는 문화적 우성인자가 존재한다는 것을 우리는 알
수 있으며, 이것은 기업 내 흐르고 있는 조직문화의 기류가 구성원의 만
족과 몰입을 통하여 성과에 지대한 기여를 하고 있을 뿐만 아니라, 경쟁
우위적인 기업 경영을 지속 가능하게 해준다는 것을 현실로 보여주고 있
는 것이다. 본 연구는 이렇듯 기업의 생존과 직결되는 핵심 요소 중 하
나인 조직문화의 중요성을 다시 한번 인식하고, 호텔기업의 어떤 조직문
화 유형이 종사원에게 긍정적 영향을 미치는가를 분석하여 향후, 호텔의
성장과 발전에 일조할 조직문화 형성의 해법을 제시하는데 그 의의를 둔
다.
본 연구에서는 호텔기업의 종사원들이 지각하는 조직문화가 직무만족
과 조직몰입, 그리고 직무성과에 미치는 영향에 대하여 이론적 고찰과
실증 분석을 통하여 살펴보고, 호텔의 형편에 가장 적합한 조직문화의
개선과 수용에 대한 바람직한 방향성을 제시하고자 한다. 따라서 국내외
연구 및 학술 논문과 인터넷 등을 통한 문헌 자료의 검토와 학문적 이론
을 바탕으로 연구모형을 도출하고 가설을 설정하였다.
설문조사는 대구, 부산, 경상남도에 소재한 3∼5성급 15개 호텔종사원
들을 대상으로 설문지를 이용한 자료를 수집하였으며, 설문조사 기간은
2021년 6월 25일부터 7월 18일까지 실시하였다. 회수된 292부의 설문지
중에서 분석에 부적합한 23부를 제외한 267부를 유효표본 대상으로 IBM
SPSS 26.0을 사용하여 분석하였고 이후, 신뢰도 분석과 요인분석, 회귀
분석, 빈도분석을 실시하였다.
연구 결과, 호텔기업의 조직문화(혁신지향문화, 관계지향문화, 위계지
향문화, 과업지향문화)는 종사원의 직무만족, 조직몰입, 직무성과에 유의
한 영향을 미치는 것으로 분석되었다. 특히 관계지향문화는 현직 호텔종
사원들이 가장 많이 지각하는 직장 내 문화 기류로 파악되었는데, 이는
배려, 관심, 친밀, 협조 등의 항목이 중요시되고, 참여와 헌신을 핵심 가
치로 여기며, 구성원에 대한 인간적 배려와 가족적인 분위기를 만들어
내는 특성을 보이는 조직문화 유형으로서 종사원과 조직과의 높은 일체
감을 통해 직무만족과 조직몰입의 증진에 긍정적이라고 할 수 있다.
기업을 둘러싼 경영환경의 변화로 목표의 달성과 성과에 대한 예측이
불투명한 오늘날, 호텔기업은 현재 조직 내 종사원들이 지각하는 문화적
기류를 재점검하여 호텔이 추구하는 가치와 어느 정도 일치하며, 또 목
표를 향한 방향점이 어느 정도 같은지를 살펴보아야 할 것이다. 이는 조
직문화의 유형에 따라 성과가 다르게 나타난다면 종사원들의 직무만족과
몰입에 긍정적 작용을 하는 유형을 찾아내어 전략적으로 강화함으로써
호텔의 성과와 이윤의 극대화를 유도할 수 있는 경쟁력 있는 조직문화를
형성해 나가야 하기 때문이다. 더불어 호텔기업은 조직의 미래상(像)을
구성원들에게 명확하게 제시하고 이에 적합한 혁신적 활동 요소를 선도
하며, 무엇보다 기업 인적자원이라는 관점에서 종사원의 관리에 대한 인
식이 제고되어 이들이 만족하여 몰입할 수 있는 적절한 조직문화의 수용
과 관리가 필요하다.
목차
Ⅰ. 서 론 ··········································································································· 11. 연구의 배경 및 목적················································································· 12. 연구의 방법 및 범위 ··············································································· 63. 연구의 구성································································································· 6Ⅱ. 이론적 고찰································································································ 81. 조직문화 ······································································································· 8가. 조직문화의 개념··················································································· 8나. 조직문화의 유형················································································· 13다. 호텔조직의 특성················································································· 202. 직무만족 ····································································································· 22가. 직무만족의 개념················································································· 22나. 직무만족의 요인················································································· 253. 조직몰입 ····································································································· 26가. 조직몰입의 개념················································································· 26나. 조직몰입의 요인················································································· 304. 직무성과 ····································································································· 32가. 직무성과의 개념················································································· 32나. 직무성과의 측정················································································· 35Ⅲ. 연구모형 설계 및 분석 방법····························································· 391. 연구모형 및 가설의 설정 ······································································· 39가. 연구모형 ······························································································· 39나. 연구가설 ····························································································· 392. 변수의 조작적 정의 ················································································· 44가. 조직문화 ······························································································· 44나. 직무만족 ······························································································· 44다. 조직몰입 ······························································································· 45라. 직무성과 ······························································································· 453. 조사 및 분석 방법 ················································································· 46가. 조사 설계····························································································· 46나. 설문지 구성························································································· 47다. 분석 방법····························································································· 48Ⅳ. 실증 분석·································································································· 491. 표본의 특성······························································································· 492. 측정 도구의 신뢰성 및 타당성 ····························································· 51가. 신뢰성 검증························································································· 51나. 타당성 검증························································································· 523. 가설의 검증 ····························································································· 56Ⅴ. 결론············································································································· 621. 연구 결과 요약 ························································································· 622. 연구 시사점······························································································· 663. 연구의 한계점 및 향후 연구방안 ··························································· 69참고문헌 ·········································································································· 71설문지·············································································································· 91Abstract ·········································································································· 96
최근 본 자료
댓글(0)
0