지역자활센터 종사자의 이직의사에 미치는 영향요인에 관한 연구

Abstract

Many local self-support centers operating workfare-program as public assistance in Korea suffer from high level of voluntary employee turnover intention. Unfortunately, these high level can lead to substantial negative consequences for organizations and the overall area of self-support program. A lot of treatises in the area of employee retention, concluded that there are many costs associated with employee turnover that are not necessarily considered by the organization, but that can really affect the organization's bottom line. Besides the costs associated with actual separation of the employee and recruiting, hiring, and training of new employees, other costs may not be easy to measure. These additional costs due to voluntary turnover and a loss of employees' specialty may result in a reduction in quality of service given to clients(workfare-related in the National Basic Living Security law in Korea), a tendency for remaining employees to quit as well, a lack of talented employees who could become future leaders of the organization, and finally, a failure of the self-support program as a social-safety net in Korea. Turnover management and Employee retention strategy have been traditionally studied based on tree aspects of on-the job attitude(job satisfaction, organization commitment, career commitment). However, there have been recent studies indicating that analyzing on-the job attitude was not appropriate for finding turnover cause, calling for a more adequate means of controlling and managing turnover. Lee & Mitchell and other researchers recently began using job embeddedness as a new concept. Job embeddedness is categorized into three dimensions of fit, link and sacrifice. They assert that job embeddedness is more effective predictors of why employees decide to quit or stay their jobs and organizations. The objectives of this study are first, demonstratively examining the statistically significant difference between demographic attributes and turnover intention, and second, testing correlation and the causal relationship between on the-job related variables of job satisfaction, organization commitment, career commitment and turnover intention, and third, analyzing moderation effect of job embeddedness using the structural equations modeling with Lisrel program between on the-job factors and turnover intention, and fourth, proposing suggestions for effective employee retention and employee professionalism improving strategies for the level of the local self-support center and the governance. To accomplish these objectives of this study, to verify presented hypotheses of this study, researcher analyzed a total of 518 data gathered from the employees of the local self-support centers working at Seoul, Daegu, Incheon, Ulsan, Gyeonggi-Do, Chungcheongnam-do, Jeollanam-do, Gyeongsangnam-do. Over 700 surveys were delivered to 143 local self-support center, 518 questionnaires were completed by participants, and 513 surveys were available. A response rate of 74.0% was obtained with 5 samples of the surveys being unusable. Participants included 178 males, 335 females. Approximately 56.8%(290) of the respondents were married, 19.6%(100) had an turnover experience. The percentage of participants who fell into the different categories for age included: 27.8%(139) in the 20 to 29 age group; 41.6%(208) in the 30 to 39 age group; 26.8%(134) in the 40 to 49 age group; 3.8%(19) in the over 50 age group. Over 84.9% of the respondents had continued with their education after graduating from junior vocational college. Mean total length of employment at local self-support center was 2.79 year. The percentage of participants who fell into the different categories for employment status included: 63.7%(323) in the regular worker group; 36.3% in the irregular worker group. The percentage of participants who fell into the different categories for center location status included: 40.4%(207) in the metropolitan city area group; 32.0%(164) in the urban area group; 27.7%(142) in the rural area group. The percentage of participants who fell into the different categories for total yearly salary included: 40.1%(204) in the below 15,000,000won group; 54.8%(279) in the 15,000,000 to 25,000,000won group; 5.1%(26) in the over 25,000,000won group. Measures, Factor analysis and Reliability analysis of each Variable are as follows. 1. According to the purpose of this research, 'turnover intention as a dependent' is defined "as an employees decision to leave an organization(local self-support center) voluntarily". Turnover intention was measured using the Molbey(1977)'s questionnaire with a Likert 5 point scale(1=very strong disagree~5=very strongly agree) modified relevantly by researcher. The Cronbach reliabilities coefficient for this scale consisting of six items was 0.892. The general score of turnover intention is 2.85. 2. Job Satisfaction is a subjective emotional evaluation made consciously or unconsciously by the employee and is defined as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences, job satisfaction is multidimensional in nature with specific facets; satisfaction with pay, supervisor, co-workers, promotion. Job satisfaction was measured using the JDI questionnaire with a Likert 5 point scale(1=very strong disagree~5=very strongly agree) modified relevantly by researcher. The Cronbach reliabilities for these four scales(pay, supervisor, co-workers, promotion) are 0.87, 090, 0.85 and 0.83 respectively. The score of each scale is 2.13, 3.80, 3.62 and 3.02 respectively. 3. Definition of organizational commitment is Mowday, Porter & Steers' conceptualized commitment having three interwoven attitudes and intentions, first is belief and acceptance in an organization's goals and values, second is willingness to exert effort on behalf of the organization, and third is a desire to remain a member of the organization. Organization commitment was measured using the OCQ questionnaire with a Likert 5 point scale(1=very strong disagree~5=very strongly agree) modified relevantly by researcher. The Cronbach reliabilities coefficient for this scale was 0.871. The general score of organization commitment is 3.61. 4. Career Commitment is defined "one's attitude towards one's vocation, including a profession." Career commitment was measured using the Blau's questionnaire with a Likert 5 point scale(1=very strong disagree~5=very strongly agree) modified relevantly by researcher. The Cronbach reliabilities coefficient for this scale was 0.892. The general score of career commitment is 3.17. 5. Job Embeddedness is defined "first, one's links to other people, teams and groups, second, one's perception of their fit with their job, organization and community, third, what one would have to sacrifice if one left their job." Job embeddedness was measured using the Lee & Mitchell's questionnaire with a Likert 5 point scale(1=very strong disagree~5=very strongly agree) modified relevantly by researcher. The Cronbach reliabilities coefficient for this scale was 0.851 The general score of career commitment is 3.22. 6. Another purpose of the present study is examine the effect of several antecedent variables factors that influence the turnover intention of employees working at the local self-support centers. This study examined the causal model and factor structure through structural equation modeling approach. The hypothesized factor structure of research model in this study was tested using only Confirmatory Factor Analysis. The CFA demonstrated the discriminant validity among the variables that are significantly identified concept one another. CFA confirmed that the proposed conceptual model fit to the data measured by questionnaire very adequately(model fit index, chi-square(x2/df)=0.17; p=0.47; GFI=0.92; AGFI=0.94; CFI=0.98; NFI=0.96; NNFI=0.97; RMR=0.031) Analyzed results are as follows. 1. As a result of T-test and one-way ANOVA analysis, there was a significant difference among the employees' turnover intenton according to their demographic attributes. In these analysis, marriage categories (P-value=0.002, ＜＝0.01), age categories(F=7.131, P-value=0.002, ＜＝0.01), center location categories(F=4,415, P-value=0.013, ＜＝0.01), gross yearly salary categories(F=3.693, P-value=0.026, ＜＝0.01) showed statistical differences. 2. As a result of chi-square analysis for respondents, there was a significant difference among the demographic attributes of the respondents according to the local self-support center location(metropolitan city area, urban area and rural area). In these analysis, gender, age, marriage, educations, tenures, employment status, gross yearly salary, turnover experience showed statistical differences. 3. As a result of Pearson correlation analysis, job satisfaction negatively related to turnover intention. pay(r=-0.276, ＜＝0.01), supervisor(r=-0.364, ＜＝0.01), coworker(r=-0.435, ＜＝0.01), promotion(r=-0.396, ＜＝0.01), and overall job satisfaction(r=-0.531, ＜＝0.01) were negatively related to turnover intention. Organization commitment(r=-0.658, ＜＝0.01), career commitment(r=-0.643, ＜＝0.01), and job embeddedness(r=-0.577, ＜＝0.01) were negatively related to turnover intention. 4. Structural equation modeling using LISREL program was undertaken to test directions of casual relationship, and distinguish direct effects from the indirect effects. Direct effects of JS(job satisfaction), OC(organization commitment), CC(career commitment), JE(job embeddedness) Facotors on Voluntary turnover intention(TI) interpreted path coefficients between exogenous variables(JS, OC, CC, JE) and endogenous variable(TI). Path coefficients between exogenous variables(JS, OC, CC, JE) and endogenous variable(TI) are -0.20, -0.41, -0.35, -0.18. respectively. That is, organization commitment is the strongest related to turnover intention of all other factors(JS, CC, and JE) In this research model, variables satisfaction(JS), organization commitment(OC), career commitment(CC), and job embeddedness(JE) have direct effects on the dependent variable turnover intention(TI), while variables JS, OC and CC have indirect effects, mediated by effects on Variable JE. In path analysis, path coefficients among the indirect path ways showed a statistically significant indirect effects. That is, job embeddedness make turnover intention decreased through moderation effect. Path analysis using SEM shows that the association between JS, OC, CC and TI is moderated by JE. Results, Turnover prevention and employees retention strategies are suggested as follows. For the local self-support center and the social welfare governance in the self-support program to be more important increasingly for working poor, they must have a better understanding of how and why employees are leaving their job. Turnover intention is an important consideration for managers of organizations, employees, working poor, and communities alike. As a result, the purpose of this study is to reveal key factors in understanding why employees in local self-support centers stay or leave on their jobs. In fact, Because there are many aspects of on and off-the job factors that encourage employees to leave or stay, this study focused on the diverse and comprehensive factors affecting voluntary turnover intention including job satisfaction, organization commitment, career commitment and job embeddedness. As a result of exploratory study on the self-support program and emprical analyzing on the questionnaire, this study will suggest useful strategic outline to improve effectiveness of self-support program and add extensive list of work and non-work factors that encourage employees to prevent quitting job and develop professionalism. First, strategic outlines to improve effectiveness of self-support program of Korea are as follows. (1) improvement in standard of Recipients' eligibility participating in self-support program and citeria for determining the workability of conditional beneficiaries, (2) providing customized services in addition to client's needs for exiting-poverty, (3) improvement of impractical and administrative criteria for determining the self-support success, (4) developing and adjusting self-support program to strengthen participants' empowerment (5) redesigning irrational self-reliance program and bring in individual development accounts, (6) increasing financial support and autonomy of organizations and employees related Self-support, (7) making the law to deal with working-poor increasingly separate from National Basic Living Security Law. Second, self-support organizations and government must continue to find ways to retain competent employees to remain competitive and active in human service as s self-support specialist. The efforts to reduce turnover intention and strengthen employee's professionalism suggested in this study are as following. (1) increasing satisfaction factors as follows: payment and compensation, co-worker relationship, supervisor relationship, promotion, and work it self etc., (2) improving of workplace environment and facilities to be more comfortable and functional, (3) improving of recruitment, promotion, and reward system, (4) enlarging opportunity of participating in decision making affecting positive job attitudes and greater motivation for effective performance, (5) making clear what employee is expected to do at work and decreasing role conflict or ambiguity, (6) providing job training, new technique discipline and the most recent informaton related self-support for enhancing confidence and preventing occupational stress of employees, (7) utilizing mentoring program to guide employee's effective job performance and successful working careers, (8) activating center managing assistance committees to be carried out financial and administrative support from the government and the community, (9) providing support and incentive to get involved in the local community and various activities outside workplace.