상사의 비인격적 감독이 조직침묵과 서비스 지향적 조직시민행동에 미치는 영향

Abstract

ABSTRACT

The Study on Influence of the Supervisor's Abusive Supervision on the Employee's Organizational Silence and Service Oriented Organizational Citizenship Behavior

Ji Sun Lim Advisor : Prof. Jin Chul Jung Ph.D. Department of Business Administration Graduate School of Chosun University

Recently, as the destructive and negative actions of supervisors in the organization, such as the 'gap-jil' of the CEOs of domestic airline companies and the 'burning' of the medical system, are pointed out, interest in 'Abusive supervision behavior' is rising as a dark side of leadership. Most studies on existing Abusive supervision have focused on the impact of Abusive supervision on the direct victims of abuse, so there is no consideration of the indirect effect of abuse on peers and third parties. In addition, previous studies have mainly focused on explaining the causal relationship of Abusive supervision, and there are insufficient studies on the variables that can control the negative result of Abusive supervision. Therefore, the purpose of this study is to investigate how peers’ supervisory abuse(i.e., the extent to which coworkers are abused by the same leader: peer abusive supervision; Peng et al., 2014) provides influence employee behavior based on the theoretical framework of social exchange theory and conservation theory to extend the literature on abusive supervision. This study is to determine the effect of peer abusive supervision on the organizational silence and service oriented organizational citizenship behaviors of employees, also to determine the mediating roles of organizational silence between peer abusive supervision and service oriented organizational citizenship behaviors and to consider the moderating variables that can weaken or strengthen the relationship between the peer abusive supervision and organizational silence, organizational silence and service oriented organizational citizenship behaviors. For this research purpose, hypothesized as follows. First, peer abusive supervision will have a positive impact on employee organizational silence. Second, peer abusive supervision will have a negative impact on employee service-oriented organizational citizenship behavior. Third, in the relationship between peer abusive supervision and employee organizational silence, the proactive personality of employees will have a moderating effect. The higher the proactive personality, the weaker the positive relationship between peer abusive supervision and employee organizational silence. Fourth, organizational silence will have a negative impact on service-oriented organizational citizenship behavior. Fifth, resilience in the relationship between organizational silence and service-oriented organizational citizenship behavior will have a moderating effect. The higher the resilience, the weaker the negative relationship between organizational silence and service-oriented organizational citizenship behavior. Sixth, the relationship between peer abusive supervision and service-oriented organizational citizenship behavior will be mediated by organizational silence. For the empirical analysis, we surveyed the employees who work in the service industry in Gwangju and Jeonnam. After eliminating incomplete and insincere responses, 241 out of 273 responses were used for data analysis. The results of the study are summarized as follows. First, peer abusive supervision showed positive influence on organizational employee silence. Second, peer abusive supervision showed negative influence on employee service-oriented organizational citizenship behavior. Third, the proactive personality of employees showed a moderating effect on the relationship between peer abusive supervision and employee organization silence. Fourth, organizational silence showed negative influence on service-oriented organizational citizenship behavior. Fifth, the validity of the regression of resilience in the relationship between organizational silence and service-oriented organizational citizenship behavior was not statistically significant but was rejected. Sixth, the mediating effect(Partial mediation) of organizational silence was found to be significant in the relationship between peer abusive supervision and service-oriented organizational citizenship behavior. Based on these findings, we suggest the following suggestions for protecting organizations and members from abusive supervision and for developing effective leadership. Recently, the sensitivity of employees and the social perspective on abusive supervision have changed, and the problems related to abusive supervision have become more and more likely to be known to the inside and outside of the corporation and the cost of the organization or the leader has increased. Therefore, active and active preventive management should be done at the organizational level. To do this, it will be necessary to investigate cases of abusive supervision in the organization, to implement prevention education, and it should also provide periodic leadership-related feedback through 360-degree feedback system. In case of repeated abusive supervision, it is warned strictly at the organization level, and firm sanctions are needed if it is not improved. Organizational silence, which is caused by negative leadership of the supervisor in the human resource centered service industry, is an important factor to be managed. Therefore, companies should manage to prevent the silence of organizations by actively utilizing anonymous bulletin board, hotline, and grievance counseling. In addition, efforts to directly reflect the opinions of employees through the implementation of a program that can collect employee opinions on important issues in the organization, thereby directly showing that employees' opinions are materially influential in the decision making of the organization need. This study proves that proactive personality of employees can play a role in weakening the negative effects of abusive supervision. Therefore, it is necessary to consider the policy of selecting employees with high proactive personality when recruiting new employees, employees also need to implement a human resource management system that can improve proactive personality.

Keyword : peer abusive supervision, organizational silence, resilience, service-oriented organizational citizenship behavior, proactive personality.