일부 보건소 직원의 직무만족과 조직몰입에 영향을 미치는 요인

Abstract

The local health centers have a critical role in coordinating the activities for health of community populations and the relationships among various type of health facilities in a district as well as in providing the relevant services for them. In order to do these activities well, it is required for these organizations to be managed to maintain highly and improve higher the level of organizational effectiveness of their public health personnels than now. Although there has been growing interest in this topic, there is only few related researches in the area of public health, which restricts the practical efforts to improve the level of them. Thus, this study was conducted to identify the factors influenced on job satisfaction and organizational commitment of the public health personnels of local health centers by testing a hypothetical causal model constructed through a comprehensive review of the precedent research findings in the sectors other than public health. To prove the constructed hypothesis empirically, data was collected from 431 public health personnels employed in 13 local health centers in Jeonnam Province, Korea, by a self-administered questionnaire consisted of 147 items for measuring personal factors, and the level of organizational effectiveness, job satisfaction(JS, intrinsic and extrinsic), organizational commitment(OC, one dimension), and their related factors such as organizational structure(organic vs. mechanic; the principles designing for well-managed organization), the culture of organization(cultural profile of organization according to Quinn's paradoxical value model; consensual culture(human relation-oriented), developmental culture, hierarchical culture, goal-oriented culture), empowerment, and the styles of leadership of the supervisory(transactional vs. transformational). Data was analysed using structural equation modeling by computer package, Amos/PC-SPSS. The major findings and the implications of this study were as follows. 1. To compare with that the level of OC of subjects was higher than normative level, the level JS was lower than that, which might mean that the public health personnels have been maintaining the high level of commitment in spite of their perception of relatively lower hygienic status of motivation. 2. Among the personal factors, sex(male=0), positional status, years of tenure in health sector, location of health center(urban area=0) made an positive direct effect on the level of job satisfaction and an indirect positive effect on OC via JS. And, sex(male=0), salary per month, years under organization were the causal factors made an positive direct effect on OC. 3. The factor made the largest overall effect on OC was 'the sense of significance' as a sub-dimension of empowerment. And 'consensual culture', all sub-domain of empowerment except 'influence', 'inspiration' (transformational leadership), and job satisfaction, also, were the factors made an positive direct effect on OC. The organizational factors such as perception of job characteristics('task significance', 'feedback'), the principles designing for well-managed organization, sound organizational culture, transactional leadership('contingent rewards'), transformational leadership ('charisma', 'intellectual stimulation') made an positive direct effect on JC and an indirect positive effect on OC via JS, too. But goal-oriented (rational) culture of organization, transactional leadership(' contingent rewards', 'management by exception') transformational leadership('charisma', 'individual consideration') made an negative overall effect on OC with summing up direct and indirect effect. There were some limitations in our study, in that the fitness of model was somewhat low, and the some covariations between endogenous variables was not considered because of increasing the number parameter estimates in compare with sample size when assuming the associations. Therefore, it is possible to be the model more fit for the data than our model presented above. We expect to overcome these limitations by more advanced studies. In conclusions, to manage the level of job satisfaction and organizational commitment of public health personnels in health centers, it may be necessary for the managers of the organizations not only to enrich empowerment, especially, sense of significance, of their subordinates and foster the organizational culture based on sharing a sound organizational vision, but to manage the health personnels by transformational leadership.