The present investigates the characteristics of development needs of the employees in beauty service industry, their effects on organizational commitment, and the mediating effects of leaders' support for members' growth with a view to different... The present investigates the characteristics of development needs of the employees in beauty service industry, their effects on organizational commitment, and the mediating effects of leaders' support for members' growth with a view to differentiated organizational competitive edge in the industry where jobs can hardly be replaced by artificial intelligence or mechanization, ultimately to provide some reference data applicable to employees' organizational commitment, to derive implications concerning leaders' support for members' growth, and to suggest some directions for effective HR management. Employees in beauty parlors in Seoul and Gyeonggi were surveyed from April 20 to June 30, 2016. 410 copies of a questionnaire were distributed with 396 copies analyzed. Gathered data underwent frequency, factor, reliability and regression analyses with SPSS 21.0. Also, PROCESS was used to test the indirect effects of mediating factors. The results are outlined below. First, as for the demographics of respondents, female interns who were 20∼29 old, attended or graduated from colleges, and had worked for less than 1 year accounted for the highest percentage. A majority of respondents' monthly income averaged 1M∼2M Won. Second, as for the dimensions of development needs, leaders' support for members' growth and organizational commitment, the development needs were divided into existence needs, relatedness needs and growth needs, each of which were sub-divided into two dimensions, i.e. expectation and satisfaction. Leaders' support for members' growth was uni-dimensional. Organizational commitment was divided into two dimensions, i.e. positive and negative organizational commitment. Third, development needs exerted statistically significant positive effects on leaders' support for members' growth. Fourth, as for the effects of development needs on organizational commitment, development needs had statistically significant positive effects on the ‘positive organizational commitment’. The 'existence needs' and 'relatedness needs' had statistically significant positive effects on the ‘negative organizational commitment’. Fifth, leaders' support for members' growth exerted statistically significant positive effects on the ‘positive organizational commitment’ and positive effects on the ‘negative organizational commitment’. Sixth, as for the effects of development needs on organizational commitment mediated by leaders' support for members' growth, ‘leaders' support for members' growth’ partially mediated the relationship between ‘development needs’ and ‘positive organizational commitment’, and fully mediated the relationship between development needs' and 'negative organizational commitment' excluding the ‘expectation of growth needs’. The present findings suggest viable directions for enhancing members' organizational commitment and provide some reference data for differentiated HR management, highlighting the following implications. Organizational members should take the initiative in eliciting support from leaders for constant development. Leaders should increase members' organizational commitment by identifying their development needs and making efforts to meet their needs. The present findings indicate it is important to create the working environment pursuing goals and higher productivity and the active organizational culture conducive to encouraging members' willingness and efforts in addition to the servant leadership valuing the dedication and cooperation. Hence, leaders should help organizational members to have positive attitude toward life via internal and external reinforcement, e.g. self-development, self-reflection or sense of gratitude, and physical fitness. Also, leaders should try hard to set an example, express their expectations towards members and put full confidence in them so as to formulate an organizational ethos complete with respect and trust. Finally, leaders may further enhance the organizational commitment by allowing members to consult experts about the development of competencies and competitiveness and by setting up regular and long-term training plans for their growth. Given the lack of research on the variables influencing the positive and negative organizational commitments in the relationship between leaders' support for members' growth and negative organizational commitment, further studies should use larger samples or include a wider variety of subjects or regions to explore diverse relationships. Also, an extensive and profound instrument for measuring the job commitment would enable in-depth research on more efficient HR management. 참고문헌 (Reference) |
