공기업의 내부마케팅활동이 조직구성원의 혁신행동과 직무만족에 미치는 영향

Abstract

The number of unemployed in 2020, when the corona pandemic began, stood at 1.1 million, the second worst record ever since the financial crisis in 2009. As a result of a social survey conducted by the Statistics Korea in 2019, the preferred workplace for young people(13-29) is a national institution. 22.8%, public corporations 21.7%, and large corporations 17.4% in that order. Also, when asked about the priority of work and family life, for the first time since a survey started in 1977, the responses that work and family life are similar were higher than those that gave priority to work. Considering this social atmosphere, it is time to consider how to secure, develop, and utilize excellent human resources in order to secure a competitive advantage in public corporations. In particular, construction on Line 2 started in September 2019 and the Gwangju Metropolitan Rapid Transit Corporation is about to hire a large-scale workforce in the future. In addition, in order to survive and develop in an uncertain business environment that we have never experienced since the technological development of the 4th industrial revolution and COVID-19, the demands for change and innovation of public corporations at the government level are getting stronger. Therefore, there is a need to promote organizational performance creation by identifying the relationship between employee innovation behavior and job satisfaction. Considering this situation, it is necessary to analyze and verify the relationship between internal marketing, innovation behavior, and job satisfaction to suggest the organizational operation direction of local public corporations. Therefore, this study aims to identify the internal marketing factors that are important to the working environment of local public corporations, and to empirically verify the effects of these factors on innovation behavior and job satisfaction. In order to achieve the research purpose, literature research and empirical research were conducted in parallel based on previous studies. For the empirical survey, data were collected by conducting a questionnaire survey on Gwangju Metropolitan Rapid Transit Corporation workers, and the structural equation model was analyzed using AMOS21.0. As a result of empirical analysis, First, it was identified that the internal marketing component had a partially significant effect on the innovation behavior of organizational members. Among the components, management support and communication were found to have a positive(+) effect on both novel and useful innovation behaviors. The delegation of authority was rejected for both novel and useful innovation actions. It can respond quickly to the needs and problems of corporate customers through delegation and create new ideas by contacting customers in a passionate and friendly atmosphere. As a local public corporation, Gwangju Metropolitan Rapid Transit Corporation is a local public corporation, and the delegation of authority is a creative expression of thought or action due to its rigidity due to the nature of having to comply with government laws, regulations, and manuals, and the ripple effect of decisions made by members of the organization directly on citizens. considered to be difficult to influence. While education and training had a positive(+) effect on novel innovation behavior, it was rejected because it did not affect useful innovation behavior. This is because individuals and organizations have a strong tendency to learn new approaches and methods and learn new approaches and methods due to the 4th industrial revolution, such as big data and artificial intelligence. It is judged that there is a tendency to feel uncomfortable and to be rejected for gradual changes that are somewhat deviating from the existing methods due to the comfort of the work habits or methods that have been internalized. Second, the innovation behavior was found to have a significant effect on job satisfaction and was adopted. Both novel and useful innovation behaviors were found to have a positive(+) effect on job satisfaction. In the end, in the process of innovation behavior, organizational members feel a sense of accomplishment and have a positive effect on organizational performance, which can increase job satisfaction, which in turn can induce innovation behavior. In other words, innovation behavior can create job satisfaction, and job satisfaction can create a virtuous cycle structure that accelerates innovation behavior. The implications of this study are presented as theoretical and practical implications as follows. Theoretical implications are: First, this study presents a model for the causal relationship between internal marketing, innovation behavior, and job satisfaction by verifying that internal marketing of public corporations affects innovation behavior and job satisfaction. Second, this study presents a new model by proving the relationship between internal marketing and job satisfaction by dividing innovation behavior into novel innovation behavior and useful innovation behavior. Practical implications are: First, by verifying that the innovation behavior of public corporations is affected by internal marketing and affects job satisfaction, the government's policy direction that requires constant innovation for survival and development in an uncertain business environment It suggests that internal marketing for organizational members of an institution should precede it in order to meet and create results. Second, it is meaningful to confirm that internal marketing to organizational members is a leading variable that affects the overall innovation behavior within the organization, and that management of internal marketing is important at the organizational level. Third, it is suggested that innovation behavior has a significant effect on job satisfaction. That is, in order to create organizational performance, innovation behavior is continuously activated through activities that do not spare encouragement and support even if the innovation behavior fails to produce results. You will need to create a cultural foundation for that to happen. However, this study has the following limitations. First, since the survey was conducted for the empirical verification of this study, there is a possibility of an individual's subjective response depending on the situation of the participants in the survey, and it is also not possible to provide information that has changed over time. Second, since the subject of this study is limited to specific institutions in some regions, there may be limitations in generalizing and applying the results of this study. Therefore, it is necessary to pursue generalization to other regions and industrial groups in future studies. Third, due to the wide distribution range of the positions and job groups of the survey subjects, the results may vary depending on the number of participating positions and job groups, so it is necessary to verify the results in consideration of the demographic characteristics. Fourth, since there are several factors that influence innovation behavior in addition to internal marketing, it is necessary to further subdivide and empirically analyze various sub-factors of antecedent variables for future innovation behavior. Despite these limitations, it is expected that the results of this study can be used as data to secure the conditions that induce innovative behavior and directly or indirectly contribute to job satisfaction and organizational performance of organizational members.