관료적 조직문화가 공공 연구개발 인력의 직무스트레스에 미치는 영향: 심리적 임파워먼트의 매개효과와 변혁적 리더십의 조절효과

초록

The purpose of this study is to identify the negative effects of bureaucratic organizational culture on employees in public research organizations and to explore mechanisms and management measures to mitigate them. Previous studies on organizational culture in research organizations have focused on four aspects based on the competitive value model. However, public research organizations have a strong bureaucratic organizational culture due to their “public nature”, but there is no research on this. In addition, the organizational culture of research organizations has been examined for all members of the organization, but it is necessary to focus on the R&D employee as the main source of productivity in research organizations. To this end, bureaucratic organizational culture was subdivided into formalization and centralization, and the mediating effect of psychological empowerment on the job stress of researchers was verified based on Lazarus and Folkman's (1985) transactional stress theory. In addition, the effects of transformational leadership were verified as a way to minimize the negative effects of bureaucratic organizational culture based on the theory of resource conservation. To this end, a survey was conducted on R&D employees working in public research organizations, and the measurement tools and hypotheses were verified using SPSS 21.0 and AMOS 18.0 based on data from a total of 268 people. The analysis showed that formalization, sub-factor of bureaucratic organizational culture, had no statistically significant effect on job stress and psychological empowerment, but centralization had a statistically significant positive effect on job stress. It also had a statistically significant negative effect on psychological empowerment, and psychological empowerment had a statistically significant negative effect on job stress. In addition, centralization was found to be mediated by psychological empowerment in the relationship with job stress. Finally, transformational leadership was found to moderate the relationship between psychological empowerment and job stress. Based on these results, theoretical and practical implications were presented regarding the impact of the sub-factors of bureaucratic organizational culture on job stress and the moderating effect of transformational leadership, and the limitations of the study and future research directions were discussed.

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