중소기업의 체계적 현장직무교육훈련(S-OJT) 프로그램 특성이 조직몰입과 이직의도에 미치는 영향

Abstract

본 연구의 목적은 학문적으로는 S-OJT를 통한 중소기업 인력의 조직몰입과 이직의도에 대한 연구기반을 제공하고 실무적으로는 중소기업이 인력을 효과적으로 유지할 수 있는 현장 지향적 정책 제언을 제시하는데 있다. 이 목적을 위해 고용노동부가 주관하고 한국산업인력공단에서 시행하는 ‘체계적 현장직무교육훈련(S-OJT)' 시범사업에 참여한 중소기업의 S-OJT 프로그램 특성이 조직몰입과 이직의도에 미치는 영향과 조직몰입이 이직의도에 미치는 영향을 분석하였다. 연구대상은 ‘체계적 현장직무교육훈련(S-OJT)' 시범사업에 참여한 중소기업 중 부산․경남지역의 중소기업 종업원 151명을 대상으로 하였다. 연구방법은 구조화된 설문지를 활용하여 자료를 수집하고 분석은 SPSS 19.0 통계 패키지를 이용하여 요인분석, 상관관계분석, 다중회귀분석 등을 사용하였다. 이를 통해 S-OJT 프로그램 특성요인, 조직몰입, 이직의도와의 관계를 분석하였다. 연구결과는 다음과 같다. 첫째, S-OJT 프로그램 특성요인이 중소기업 종업원의 조직몰입에 영향을 미치는 것으로 나타났다. 조직몰입 중 감정적 몰입에 유의한 영향을 미치는 S-OJT 프로그램 특성요인은 교육훈련환경, 체계적 시스템 구축, S-OJT 지원이다. 조직몰입 중 지속적 몰입에서는 S-OJT 지원이 영향을 미치는 요인으로 밝혀졌다. 조직몰입 중 규범적 몰입에서는 S-OJT 프로그램 특성요인 중 체계적 시스템 구축과 S-OJT 지원이 유의미한 영향을 미치는 것으로 나타났다. 둘째, S-OJT 프로그램 특성요인 중 교육훈련환경이 이직의도에 유의한 부적 영향을 미치는 것으로 나타났다. 셋째, S-OJT 프로그램을 실시하는 중소기업 종업원의 조직몰입이 이직의도에 부분적으로 영향을 미치는 것으로 나타났다. 이러한 연구 결과가 주는 시사점을 정리하면, 첫째 학문적으로는 중소기업에 맞는 S-OJT 프로그램의 특성을 제시하고 실증적으로 검증하였다는 점과 둘째, 실제적으로는 정부 및 중소기업 교육담당자들에게 S-OJT에 대한 지속적인 관심과 투자를 유지하고 확대할 수 있는 객관적인 근거와 정책 제언을 제시하였다는 점이다.

The aim of this study is to provide basic data for development of domestic medium and small enterprises [hereinafter, MSE] by offering a research foundation on organizational commitment and turnover of the human resources for MSE academically, and suggesting a practical management plan and work based policy that will make it possible for domestic MSE to effectively retain their human resources by a structured on-the-job training [hereinafter, S-OJT] program. For this purpose, this study analyzed the influence of the S-OJT program characteristics of a MSE, which participated in the pilot project implemented by the Human Resources Development Service of Korea and was supervised by the Ministry of Employment and Labor, on organizational commitment and turnover intention, and also analyzed the influence of organizational commitment on turnover intention. This study surveyed 151 employees in MSE in the Busan and Gyungnam district among MSE which participated in a S-OJT pilot project as research subjects. As for the research method, this study collected data using structured questionnaires and for the analysis method, this study implemented a factor analysis, correlation analysis, and multi-regression analysis using SPSS ver. 19.0. Validity and reliability was verified the following;To verify validity, this study composed a survey based on the selected questions from a preliminary study. From the results of exploratory factor analysis on question variable at preliminary study, the eigen value of education and training environment as a sub-variable of S-OJT was 3.509 and the eigen variance explanatory power thereof was 70.177. Ability of trainer eigen value was 3.506 and eigen variance explanatory power thereof was 58.440. The eigen value of building a systematic system was 3.525 and the eigen variance explanatory power thereof was 70.491. The S-OJT program support eigen value was 5.397 and the eigen variance explanatory power thereof was 67.462. The turnover intention eigen value was 3.104 and the eigen variance explanatory power thereof was 62.089. Five questions were all tied by one factor. Organizational commitment had 24 questions that were grouped by factors of affective commitment, continuance commitment and normative commitment. The eigen value was 1.793~5.972, and the eigen variance explanatory power thereof appeared at 11.205~37.326. To confirm the validity of subordinate factors extracted from the preliminary study, factor analysis was implemented. Construct validity of the measuring tool for variables used in the preliminary study was evaluated. Factor analysis used PCA (Principal Component Analysis), and for factor rotation method varimax, which is a right angle rotation method, was used. Determination of the number of factors among variables was done by selecting factors with eigen value of not less than 1. Also, for communality, the questions were excluded if the sum of all factor load square values were 0.4 or less. The guideline used was loadage value of this factor not less than 0.5 and variance explanatory power of not less than 0.5 (50%). To verify reliability, Cronbach’s alpha as a good reliability verification method measuring internal consistency within measured items was used. This method enhances reliability of measurement devices by hunting the factor out of multiple questions that degrades the confidence of the measuring device and excluding the question. Characteristics of S-OJT Programs showed a high reliability with total Cronbach's alpha value at .964. By each subordinate variable, Cronbach’s alpha ranged .840~.901 at a reliable level. Organizational commitment showed significantly high reliability with total Cronbach’s alpha value at .906. By each subordinate variable, Cronbach’s alpha ranged .718~.834 at a significantly reliable level. Turnover intention total Cronbach’s alpha was .780 at a reliable level. Through this process, this study analyzed the relationship between S-OJT program characteristics, organizational commitment, and turnover intention. The study results are as follows :First, this study verified the direct effect that the characteristic factors in S-OJT program had on the leading variables of organizational commitment such as continuance commitment, affective commitment and normative commitment in MSE. The verification result shows that the characteristic factors in S-OJT program increase commitment among organizational participants. This result allows an expectation of higher organizational commitment when a S-OJT Program is implemented. Especially, the characteristic factor of an S-OJT Program has the strongest effects on affective commitment. In other words, the characteristic factor of an S-OJT Program is the meaningfully predicting factor explaining affective commitment among organizational commitment. From this result, S-OJT is indirectly proven as superior to unsystematic OJT in lower defect ratio, higher productivity, and more efficiency in training. The belief that a S-OJT Program may replace existing OJT Program or solve problems thereof may be regarded as confirmed by this result. Second, the study found that the higher the average of characteristic factor in S-OJT program, the lower the turnover intention of the employees involved in MSE. Among them, education and training environment as a characteristic factor in an S-OJT Program appeared as giving a meaningfully negative influence to turnover intention of SME employees. This result verifies that domestic SMEs need hardware such as educational and training environment, system construction, S-OJT support etc., ahead of software such as the ability of the trainer, for implementation of S-OJT for the purpose of keeping down turnover intention. Therefore, the implication is that educational and training environment setting for continuous human resource development is important to keep down turnover intention as one measure to enhance SME's survival and competitiveness. Third, higher affective commitment of employees implementing S-OJT Program showed lower turnover intention. However, continuance commitment and normative commitment did not appear as having any meaningful influence on turnover intention. This result shows that affective commitment of SME employees such as esprit de corps, will to work, receptivity etc. is a directly affecting factor on turnover intention rather than other commitments. To enhance commitment by SME employees, a group solidarity function enhancing program is required to raise group solidarity and unity. Also, to prevent weakening of organizational commitment, a program should be developed to strengthen the proper function of organizational commitment. The program to strengthen proper function of organizational commitment is suggested as an activation of communication between organizational participants and leisure programs. Therefore, government officials and SME staff in charge of SME. S-OJT shall provide various programs to enhance affective commitment when implementing S-OJT. This study makes some political suggestions in order for S-OJT of MSE sites to revitalize S-OJT and make actual performance happen as follows: First, there is a need for promotional strategies at a national level for executives and employees to have a paradigm shift in S-OJT. Generally, managers have a tendency to be indifferent or even to ignore education and training due to the matter of time and cost. Accordingly, the nation and government are required to seek successful cases and promotional strategies in an effort to implant the fact that the S-OJT system is a suitable one for progress in productivity, organizational commitment, mutual communication between staff members, and smooth relations between labor and management, etc. into the business owners [managers]of MSE. Second, in order for S-OJT to be continuously sped up, it's necessary to operate the education and training programs such as S-OJT executive course, on-site administrator course, and on-site leader course, etc. so that a manager, on-site supervisor and hands-on staff can understand and practice the S-OJT. The programs for education and training are required to concretely set up the matters such as drawing up of a training plan, trainers in charge, trainees, dates for training and training contents, etc. in order to systematically and effectively practice the S-OJT continuously. Third, in an effort to foster the S-OJT atmosphere, it is advisable to link the outcome of implementation of the S-OJT to the corporate personnel management system such as employment, a personnel reshuffle, salary, promotion and retirement, etc. However, principally, personnel management should be on the basis of fairness and objectivity, so it requires concrete behavioral standards, a criterion of its implementation, and objective observation and evaluation at the time of implementing a S-OJT. This study has a limit to the generalization of these research results because this study was set among employees for MSE involved in the manufacturing business in Busan and Gyungnam district among the enterprises participating in a pilot project for ‘Structured S-OJT', which was conducted in the second half of the 2010, as its research target. In addition, there still remains a sense of frustration for not making a qualitative [qualitative research] assessment through the interviews with an executive, education and training practitioner in charge and employees other than settling for a quantitative assessment [quantitative research] through the analysis and description using literature review, and objective statistical treatment. Nevertheless, this study can be fairly said to be full of suggestions in that this study first suggested and empirically verified the properties of S-OJT programs suited for MSE from a scientific standpoint; second, this study suggested objective grounds for expansion of investment in an effort for continuous concern and improvement in S-OJT to the government and educational practitioners in MSE from a practical standpoint; third, this study suggested a political suggestion about how to revitalize the S-OJT more and to produce a great outcome for the government and educational practitioners.