금융기관 중간관리자의 역할이 구성원의 조직몰입에 미치는 영향
- Issued Date
A Study on Impact on the Organizational Commitment
of the Role of Middle managers
Ha Heon Chun
Advisor : Prof. Jong-rok Yoon, Ph.D
Department of Business Administration,
Graduate School Chosun University
The purpose of this study is to identify and provide the basic data necessary for the efficient operation of the organization, and based on this, a commitment to any members of the organization that affect the role of middle managers going to the significance of the study is based. Employees 137 people working in financial institutions and in order to analyze them were used in the final analysis, the analysis results are as follows.
First, the results of analysis of general matters, gender was (52.6%) male, age in their 30s (51.8%), married (63.5%) compared to (36.5%) of the unmarried. Education the most college graduates (47.4%) was higher.
Second, the results for the difference of organizational commitment according to the personal characteristics of middle managers, depending on the age and affective commitment and organizational commitment, there was a difference. As a result, a detailed analysis of the 30s and 40s or older, showed higher affective commitment and organizational commitment were higher age. Marriage, depending on whether the difference in affective commitment were married compared to the unmarried, higher
Third, it was a result of analyzing the impact of affective commitment to the role of middle managers, the middle manager's role ambiguity, the lower the affective commitment increased.
Fourth, the impact of continuance commitment to the role of middle managers showed a higher middle manager's role conflict and continuance commitment increased.
Fifth, the results of the analysis of the impact of normative commitment to the role of middle managers, the ambiguous role of the middle managers, the lower was higher normative commitment.
It is the job of the middle manager, middle managers vary depending on the position of the layer. When viewed from the perspective of the hierarchical line managers more involved in the day-to-day activities directly supervised, rather than reporting directly to top managers, is similar to the job of top managers.
Porter and Ghiselli (1957), an official or a mistake anywhere you want to avoid having a stable and middle managers described it as a dependency in individuals.
Of middle managers typically hwaldoeun slower and more carefully planned and organized and controlled most of the resources to coordinate the activities of the organization is dedicated to Middle managers, organizational machinery covers and attend a meeting with the boss, paperwork, writing reports, and activities designed to move slowly.
Horne and Lupton (1965), middle managers, more than half of the time information or to seek information (42%) spend (15%), description or ready to spend time.
Classified by Katz managerial skills of human technology was the most important to middle managers. The conducting sub-managers and middle managers, holding the other middle managers involved, and Their job is essentially trying to persuade other people's activities, negotiations, and the ability to adjust the technology to human needs . Personal skills is the ability to communicate and motivate and lead people.
Continuously, emotional members of the organization, the role of middle managers were closely related to normative commitment and that can be verified. Based on these findings, this study identify the impacts and relationships between variables, members of the organization, the role of middle managers on organizational commitment from a financial institution, Financial Institutions Employees' organizational commitment to promote the role of middle managers were verified by the significance of the study, from the point. Suggests that the organizational commitment of the members of the organization, as well as the company's performance also affects the role of middle managers in response to sudden environmental changes that can be flexible and meet the diverse needs haejugo. Awareness on the importance of the role of middle managers in stock, they can exert an active management strategy with the experience of middle managers and qualities as a leader of the their ability to expand enough to allow the executives and the need to organize the organizational structure is.
- Alternative Title
- A Study on Impact on the Organizational Commitment of the Role of Middle managers
- Alternative Author(s)
- Ha, Heon Chun
- 조선대학교 경영대학원
- 경영대학원 경영학과
- Awarded Date
- Table Of Contents
- 목 차
I. 서 론 1
1.1. 문제제기 및 연구목적 1
1.2. 연구의 방법 및 범위 6
1.3. 논문의 구성 7
Ⅱ. 이론적 배경 9
2.1. 중간관리자 9
2.1.1 중간관리자의 정의 9
2.1.2 중간관리자의 기능 13
2.1.3 중간관리자의 역할 14
2.1.4 중간관리자의 책임과 권한 21
2.2 조직몰입 23
2.2.1 조직몰입의 개념 23
2.2.2 조직몰입의 유형 31
2.2.3 조직몰입에 영향을 미치는 요인 33
2.2.4 중간관리자의 역할과 조직몰입의 관계 38
2.2.5 조직몰입의 선행연구 39
Ⅲ. 연구 모형의 설계 및 가설 설정 42
3.1 연구모형의 설계 42
3.2. 가설 설정 43
가설Ⅰ. 중간관리자의 역할이 정서적 몰입에 미치는 영향 44
가설Ⅱ. 중간관리자의 역할이 계속적 몰입에 미치는 영향 44
가설Ⅲ. 중간관리자의 역할이 규범적 몰입에 미치는 영향 44
Ⅳ. 연구방법 45
4.1. 표본의 선정 및 특성 45
4.1.1 표본의 선정 및 자료수집 45
4.1.2 변수의 조작적 정의 46
4.1.3 자료 분석 방법 47
Ⅴ. 실증분석 49
5.1. 기초자료분석 49
5.1.1 응답자의 일반적 사항 49
5.1.2 신뢰도 및 타당도 분석 50
5.1.3 중간관리자의 개인특성에 따른 조직몰입 차이 54
5.2 연구가설의 검증 55
5.2.1 : 중간관리자의 역할이 정서적 몰입에 미치는 영향 55
5.2.2 : 중간관리자의 역할이 계속적 몰입에 미치는 영향 56
5.2.3 : 중간관리자의 역할이 규범적 몰입에 미치는 영향 57
Ⅵ. 결론 58
6.1 연구결과의 요약 58
6.2 연구의 시사점 및 한계 60
- 조선대학교 대학원
- 하헌춘. (2012). 금융기관 중간관리자의 역할이 구성원의 조직몰입에 미치는 영향.
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