사회복지전담공무원의 직무요인이 조직시민행동에 미치는 영향

Abstract

As the administrative environment for social welfare has changed into ‘client-oriented management’ and ‘achievement-oriented management, public servants of social welfare should have both roles of specialized generalist with integrated ability of management who can deal with new problematic situations in an integrated way’ and social workers who can effectively deliver welfare services for diversified welfare needs. In such role playing, organizational citizenship behaviors are involved in organizational tasks in a direction to improve functions of organizations through execution of discretional rights and assist clients voluntarily. Therefore, for effective organizational management of quality services, we should identify the relations between preceding factors that influence organizational citizenship behaviors to enhance organizational citizenship behaviors. This study considered that organizational citizenship behaviors can be achieved through changed working attitude of the social welfare staff and categorized the factors that can change working attitudes based on Herzberg's two factor theory into hygiene factors and motivational factors. Then it examined how they influence working attitude and how working attitude influence organizational citizenship behaviors. Meanwhile, we looked at what differences there were in job factors, working attitudes and organizational citizenship behaviors according to types of leadership of superiors. To achieve such goals, we organized research models and hypotheses based on previous studies on organizational citizenship behaviors and relevant factors. For a positive study, we developed an organized questionnaire that can measure organizational citizenship behaviors and interviewed 450 public servants in charge of social welfare working for cities, counties, districts, eup, myeon and dong in Gwangju and Jeollanamdo with it. 427 copies of the results obtained were used for the analysis. The main results of this study are summarized as follows: First, hygiene factors such as working environment, personal relationships, and occupational stability and motivational factors such as working ability, responsibility and self-realization had an influence on working attitudes of the subjects. However, it was found that an incentive system as a hygiene factor had no influence on any variable. It indicates that job satisfaction and job unsatisfaction factors are not clearly divided in management of working attitudes and motivation as a job factor had more significant influence on working attitudes, which was different from Herzberg's two factor theory. Second, it was found that working attitude had an influence on compositional variables of organizational citizenship behaviors. Occupational satisfaction has an influence on obedience, one of compositional variables and organizational immersion had an influence on service attitude and all the compositional variables of royalty, obedience and participation. Service attitude had an influence on all the compositional variables of royalty, obedience and participation. Third, the types of superiors' leadership had an effect of mediating the relations between working factors and attitude, and working attitude and organizational citizenship behaviors. The relations depended on whether superiors' leadership is managerial or strategic, and how to work somewhat varied according to whether leadership is high-handed or pursues harmony Base on the results above, to involve in organizational citizenship behaviors of the public servants through changed working attitude, working environment should be improved and plans on inspiring them to be motivated should be developed. Meanwhile, superiors should have efficient leadership to achieve organizational goals by inducing the staff to be motivated through connections with internal and external environments of organizations. First, to change working attitude through improved working environment, their physical and mental life should be improved through better welfare facilities and expanded human resources. Regular meetings through which members can share opinions, horizontal communication, and techniques such as coaching or mentoring should be considered for satisfactory relations between members. And proper personal management systems such as adjusting number limits of managers, systematizing same positions, improving promotion systems and circulatory arrangement for professional and effective administration of social welfare staff. Second, as they can have more responsibility when they have equal portions of tasks, we need to develop educational programs, an organized recording system, working knowhow through regular training, culture and institutions of case sharing through academic seminars and voluntary services, and working education for enhancing professionality. Third, to induce the staff to have strong motivation for their work, superiors should enhance their judging ability according to situations and have regular training for leadership.

Based on the results above, more positive studies on organizational citizenship behaviors should be developed in multi-sided aspects for efficient management of human resources for social welfare policy.