노인복지시설 종사자관리가 종사자의 직무태도에 미치는 영향

Abstract

ABSTRACT

A Study on the Influence of Employee Management in Senior Centers on Their Job Attitudes

Kyung-Sook Kim Advisor : Prof. Eul-Im Oh, Ph.D. Department of Social Welfare Graduate School of Chosun University

This study analysed the cause and effect of employee management in senior centers on their job attitudes. And suggested staffing of the personnel in Senior Centers to secure competent human resources, incentive system to motivate employees, empowerment involved in discretion of employees, and reinforcement of their job competence. This study assumes that staffing of employee managers in senior centers, incentive system and empowerment will have significant influence on organizational commitment, job satisfaction and turnover intention. To maximize the efficiency of senior centers through organized management of employees in senior centers, we verified the cause and effect of such various factors. For this study, we followed 429 employees in senior centers in Gwangju and Jeonnam for a statistical analysis with the SPSS 14.0 and AMOS 6.0. The results of analysing the influence of employee management in senior centers on job attitudes are as follows: First, staffing of employee managers in senior centers had significant influences on enhancement of personal, interpersonal ,and environmental competence, and incentive system had a great influence on individual , interpersonal and environmental empowerment. Empowerment has a sizable influence on personal competence and relationship. Secondly, personal empowerment of employee managers in senior centers also had a significant impact on organizational commitment, relationship empowerment had a considerable influence on organizational commitment and job satisfaction, and environmental empowerment exercised significant influence on organizational commitment and turnover intention. Thirdly, organizational commitment as one of the job attitudes of employees in senior centers significantly affected turnover intention. This study made some suggestions as follows: First, this study presented an integrated research model based on theoretical speculations and results of the previous studies, which was a new approach on employee management in senior centers. Through an assumption based on the research model, this study carried a positive research on employee management in senior centers. Secondly, it is desirable to expand an organized human resources management system for reasonable recruiting in consideration of several environmental factors of senior centers. Thirdly, to provide quality service and programs for the increasing number of senior centers, as professionals , care givers and supporting staff should be secured and the central or local government should give financial support for this. Fourthly, in consideration of financial difficulties of senior centers, physical compensation is limited within a range. For non-material motivation, model employees should be evaluated based on various criteria, 5% of whom are selected for overseas training or benchmarking of overseas advanced institutes. And their professional qualification should be promoted through the fair evaluation of achievements at the general meeting, with compliment of accomplishment, bonus day off, and regular training. Fifthly, employees in senior centers need to identify their own merits and demerits and provide services in line with their own interests and abilities. They are required to establish a culture where techniques or skills involved in their tasks are managed and shared in an more organized manner to enhance expertise and problem-solving competence of employees. And finally, employee management should be promoted in senior centers. For this, employee management is to take the present and expected achievements into the consideration. In particular, if all the employees have more opportunities with the acceleration of the introduction of personnel exchange or dispatch working systems and the merits and demerits of other centers are identified and converged, the turnover rate of competent employees can be diminished. When their visions are outlined in a visual form for easy understanding with a view to activating the organization, promoting their motives and building the hope for the future of centers, a synergy effect can be secured through voluntary participation of the staff.

************************************************************************ key words: senior centers, staffing, incentive system, empowerment, competence reinforcement, organizational commitment, turnover, job satisfaction, and job attitude **************************************************************************