Today, non-profit organizations have played a pivotal role in the development of civil society, serving as a bridge between the government and the public through a variety of values in various fields including human rights, environment, education, culture and art. However, despite the fast growing size of non-profit organizations, the shortage in support for growth in terms of financial conditions, rewards for employees, management education and training programs, which, in turn, has led to missing out on opportunities for continuous growth. As these issues have surfaced especially in rapidly growing non-profit religious organizations both in scale and financial structure, the importance of solutions to such issues have been recently highlighted. Therefore, if the discussion on the development of human resources composing organizations and organizational support is brought up, then, such efforts can contribute to dealing with the problems of relatively low-performance among non-profit religious organizations. The problem is that the existing research on the performance of non-profit religious organizations has centered on only factors for external growth such as an increase in the number of customers and donations. No wonder, the necessity and the direction of career development and organizational support for the growth of human resources and the best use of their capacity building has rarely been emphasized even though they are the important factors for internal growth. Under the circumstances, this study identified the impacts on organizational performance, of major variables which have discussed and selected in the existing research regarding career development and perceived organizational support, and analyzed the mediating effects of perceived organizational support between career development and organizational performance, by complementing scantly discussed issues in the existing research and focusing on factors for internal growth. Accordingly, this study suggested guidelines for effective and efficient development and management for human resources in order for non-profit organizations to achieve internal growth. The followings are the specific issues discussed in this research. Issue 1. In non-profit organizations, does career development (career management behaviour, support for career development) serve as a factor to predict perceived organizational support? Issue 2. In non-profit organizations, do career development (career management behaviour, support for career development) and perceived organizational support serve as a factor to predict organizational support? Issue 3. In non-profit organizations, does perceived organizational support serve as a factor to serve as a medium between career development (career management behaviour, support for career development) and organizational performance? 3-1. In non-profit organizations, does perceived organizational support serve as a medium between career development behavior and organizational performance? 3-2. In non-profit organizations, does perceived organizational support serve as a medium between support for career development and organizational performance? To carry out this study, three non-profit religious organizations in the regions of Seoul and Gyeonggi-do Province were examined. In total, 113 respondents participated in the survey of this research and copies from 110 ones were only utilized after incomplete responses excluded. Our findings are described as follows. Firstly, through multiple regression analysis in order to find out whether career management behavior at the individual level and support for career development at the organizational level predict perceived organizational support, our findings showed that support for career development at the organizational level can serve as a factor to predict perceived organizational support while career management behavior at the individual level did not serve as a factor to predict perceived organizational support, which prompted the individual career management behavior to be excluded in multiple regression analysis model. Secondly, through multiple regression analysis in order to find out whether career management behavior at the individual level, support for career development at the organizational level and perceived organizational support serve as a factor to predict organizational performance, our finding showed that support for career development and perceived organizational support can serve as a factor to predict organizational performance while career management behavior did not serve as a factor to predict organizational support, which prompted the individual career management behavior to be excluded in multiple regression analysis model. Thirdly, through multiple regression analysis in order to find out the mediating effects of perceived organizational support between career development and organizational performance, our findings showed perceived organizational support can serve as a complete medium in the relation between career management behavior at the individual level and organizational performance while it can serve as a partial medium in the relation between support for career development and organizational performance. This study revealed the following implications. Firstly, for the improvement of organizational performance among non-profit organizations, the importance of career development should be presented at the organizational level. It is not easy to consider and support internal employees of non-profit organizations due to the nature of such organizations which are operated by and interested normally by the donations of external customers and stake holders. In other words, such circumstances does not allow non-profit organizations to be equipped with a system to develop and train their internal employees. However, if the management and those in charge of human resources development are fully aware of the importance of career development and set up plans on it to actively back the growth of their employees, organizational performance will likely to be improved. Secondly, discussion to clarify how to support employees is required for better performance among non-profit organizations. In other words, without specific plans for organizational support which can be easily noticed among employees, perceived organizational support will only go so far. Encouragement and support by employees with seniority and mentors, fair rewarding system and investment in real benefit package for employees may be possible options. Despite the fact that the working conditions and the employee benefit policies of non-profit organizations are not enough to satisfy their employees, compared to those of profit or big-sized corporations, non-profit organizations should spare no efforts to work for better working conditions and employee benefit policies by objectively evaluating where the policies are and making the best use of their organizational conditions. Thirdly, non-profit organizations should provide organizational encouragement and support which can be noticed by their employees. Even if organizations put large amount of time and money into systemic systems and employee benefits, and unfortunately their employees find it difficult to notice the differences, such efforts cannot be considered to bear fruit. Therefore, non-profit organizations should try their best to promote communication with employees and sharing their opinions not only to provide a variety of education and training programs for career development but also to specify the plans for official and non-official employ benefits, rewards and support so that their employees can in reality notify notice and enjoy them. The followings are suggestions for a follow-up research based on the limitations of this study. Firstly, determinants in this study were decided based on a self-administered questionnaire survey, which means that the results themselves of this study have limitations and may show difference in real settings since the results are interpreted by and dependent on the perception and judgement of respondents. Therefore, different types of analyzing methods are required to supplement self-administered questionnaire survey. To be specific, a 360-degree feedback which is carried out under each unit or by each leader can be used for multi-faceted approaches and objectivity or if any, other various methods to clarify how different employees’ perception are needed as well. Secondly, this study applied horizontal method, analyzing data collected at a specific point in time. Since antecedent variables in this study such as career management behavior, support for career development and perceived organizational support are not formed into shape during a specific time, rather a certain period of time, such a condition can create limitations in this study. Therefore, a longitudinal study for supplementing this study should be carried out so that more accurate results can be achieved by analyzing the casual relationship between the changes of career development dependent on time and other variables. Thirdly, predictive variables to predict the performance of non-profit religious organizations are career management behavior, support for career development and perceived organizational support and the study examined the mediating effects of perceived organizational support between career development and organizational performance. It is hoped that future studies which will respectively examine a wide range of mediating variables and new variables leading career development to organizational performance will be carried out. For instance, as Marquardt(1994) presented, if learning organization which allows a organization to better collect and manage knowledge for the success of organizations, can be determined as a mediating variable and in turn career development can be supported beyond learning organization, new point of views on the improvement of organizational performance can be suggested. Despite such limitations above, the importance of organizational performance among non-profit organizations and perceived organizational support in terms of the correlation between career development at the individual level and organizational performance has be successfully highlighted. This study has further significance in light that considerable issues which should be discussed by the management and those in charge of human resources development in non-profit organizations are discussed when they plan on human resources development and performance strategies. At the same time, if this study is utilized by many non-profit organizations which have difficulties in developing human resources due to the lack of systematic human resources management systems, then, they can find possible ways to achieve the truly high performance of the management and stake holders, and think how to provide rewards to their own employees and how to execute their findings accordingly. ，免费韩语论文，韩语论文范文 |
