조직효과성의 영향요인에 관한 고찰

Determinants of Organizational Effectiveness -Comparative Analysis by Blau and Scott's Organizational Type-

본 연구에서는 조직효과성에 영향을 주는 영향요인으로 후생복지 요인, 조직관리 요인, 조직구조 요인 등 3개 요인을 선정하여 조직효과성에 미치는 영향을 밝히고자 하였다. 조직효과성의 측정을 위해 전반적인 목표달성도와 비용투입대비 목표달성도를 하위변수로 선정하였다. 후생복지 요인으로는 보수의 수준, 성과급, 승진제도 등 3개 변수를, 조직관리 요인으로는 최고관리자의 창의성 중시, 최고관리자의 성과 중시, 비공식조직, 의사결정, 의사소통, 갈등관리, 신바람분위기 등 7개 변수를, 조직구조 요인으로는 업무의 전문화 정도, 조직 내 수평적 분화, 업무의 표준화 정도, 권한의 위임 정도 등 4가지 변수를 채택하였다. 조직효과성의 영향요인에 대한 가설을 검증하기 위해 조사대상자 전체에 대한 다중회귀분석을 실시한 결과 최고관리자의 창의성 중시, 의사결정, 갈등관리, 업무의 전문화 정도, 조직 내 수평적 분화, 업무의 표준화 정도, 권한의 위임 정도 등 7개 변수는 5% 유의수준에서 조직효과성에 통계적 유의성이 있는 것으로 나타났다. 본 연구의 종속변수인 조직효과성에 영향을 미치는 독립변수 14개의 영향력을 Blau와 Scott이 주된 수혜자를 기준으로 분류한 호혜조직, 사업조직, 서비스조직, 공익조직 등 4가지 조직유형별로 다중회귀분석을 실시한 결과는 다음과 같다. 5% 유의수준에서 통계적으로 유의미한 변수를 조직유형별로 살펴보면 호혜조직은 보수의 수준, 최고관리자의 창의성 중시, 의사소통, 신바람분위기 등 4개 변수가, 사업조직은 업무의 전문화 정도, 조직 내 수평적 분화, 업무의 표준화 정도 등 3개 변수가, 서비스조직은 최고관리자의 창의성 중시, 갈등관리, 업무의 전문화 정도 등 3개 변수가, 공익조직은 의사결정, 업무의 표준화 정도 등 2개 변수가 유의미한 변수로 나타났다.

This study aims to analyze the determinants of organizational effectiveness focused on the comparison analysis by Blau and Scott's organizational type : mutual-benefit associations, business concerns, service organizations, commonweal organizations. From this perspective, in order to analyze the determinants of organizational effectiveness we have selected welfare system factor and organizational management factor, organizational structure factor. We would like to verify whether the determinants of organizational effectiveness have the differences among four organizational-types categorized by prime beneficiary, such as mutual-benefits associations, business concerns, service organization, commonweal organization. In order to attain these research objectives, we established research model and a hypothesis based on extensive analysis of documentary records regarding organizational effectiveness. A summary of the results from these analyses of the research is as follows. First, in order to understand the determinants of organizational effectiveness before testing the hypothesis, we performed a relatively detailed population statistical analysis on 26 agencies chosen as a sample. And in order to establish hypothesis, we selected fourteen independent variables and one dependent variables based on documentary records. Fourteen independent variables are such variables as pay, piece rate(payment by the result system), promotion system, chief executive officer's principle which respects innovation, and chief executive officer's principle which respects performance and output, informal group, decision-making, communication, conflict-management, shinbaram culture, specialization, complexity, formalization, centralization. Dependent variable is organizational effectiveness. Organizational effectiveness was evaluated by the level of overall goal achievement and by the level of goal achievement against input costs The result of regression analysis for overall respondents revealed that three variables, such as pay, piece rate, promotion system, had not significant effect on organizational effectiveness in the significant level of 5%. As for organizational management factor, three variables, such as chief executive officer's principle which respects innovation, decision-making, conflict management, had positive effects on organizational effectiveness in the significant level of 5%. As for organizational structure factor, four variables, such as specialization, formalization, centralization, complexity, had positive effects on organizational effectiveness in the significant level of 5%. Second, to verify hypothesis in four organizational types, a multiple regression analysis was performed. The results of multiple regression analysis showed that pay had no positive effect on organizational effectiveness in three organizational types, such as business concerns, service organization, commonweal organization, in the significant level of 5%. In mutual-benefit associations, four variables, such as pay, shinbaram culture, communication, chief executive officer's principle which respects innovation, had positive effects on organizational effectiveness in the significant level of 5%. In business concerns, three variables, such as specialization, complexity, formalization, had significant effects on organizational effectiveness in the significant level of 5%. In service organization, three variables, such as chief executive officer's principle which respects innovation, conflict-management, specialization, had significant effects on organizational effectiveness in the significant level of 5%. In commonweal organization, two variables, such as decision making, formalization, had significant effects on organizational effectiveness in the significant level of 5%.