상사의 유머가 부하의 창의성에 미치는 영향

• 영문명: A Study on the Effects of Supervisor Humor on Subordinates’ Individual Creativity: The Mediating Role of Intrinsic Motivation and The Moderating Role of Team Human Capital
• 발행기관: 한국인사조직학회
• 저자명: 이덕로(Deog-Ro Lee) 김태열(Tae-Yeol Kim)
• 간행물 정보: 『인사조직연구』인사조직연구 제21권 제1호, 29~63쪽, 전체 35쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2013.03.31

국문 초록

유머가 전략경영의 주요 요소로 알려지면서 최근에는 경영학 분야에서도 유머의 개인성과나 조직유효성과 관련하여 많은 연구들이 이루어져 왔다. 이러한 연구들은 유머와 개인 및 조직성과 간의 관계에 대한 이해를 넓혀주는 데 큰 역할을 해왔지만, 몇몇 중요한 이슈들을 다루는 데는 적지 않은 한계가 있다. 첫째, 대부분의 연구들은 유머를 단차원적 구성개념으로 다루어왔다. 둘째, 상사의 유머와 부하의 창의성 간의 관계를 설명하는 매개변수에 대한 연구가 거의 이루어지지 않았다. 셋째, 개인의 유머 감각에 대한 연구들이 폭넓게 이루어져 왔을 뿐 직접적으로 유머유형과 직무태도나 성과를 독립변수와 종속변수로 사용하여 이루어진 연구는 매우 드물고, 특히 경영학분야에서는 찾아보기 어렵다. 넷째, 상황요인에 따라 유머의 유효성이 달라짐에도, 유머와 개인창의성 간의 관계를 조절하는 변수에 대한 연구는 없다. 본 연구의 목적은 상사의 유머가 부하의 창의성에 미치는 영향을 분석하고, 아울러 양자 사이에 내재적 동기부여가 매개역할을 하는 지, 그리고 팀인적자본이 내재적 동기부여와 부하의 창의성 간의 관계에 조절역할을 하는 가를 검증하는 데 있다. 이를 위해 본 연구는 조사대상기업을 연구개발이 중요한 통신기업 5개사를 선정하여 총 500부의 설문지를 배부하였다. 유효한 347부를 사용하여 분석한 결과, 상사의 자기강화적 유머가 부하의 창의성에 정의 영향을 미칠 뿐만 아니라 내재적 동기부여는 양자 사이의 정의 관계를 매개하는 것으로 나타났다. 끝으로 상사의 유머가 부하의 내재적 동기부여에 영향을 미치고, 내재적 동기부여와 팀인적자본이 상호작용하여 부하의 창의성에 긍정적인 영향을 미치는 것으로 나타났다.

영문 초록

While humor has received much attention in the field of psychology, recently management scholars have begun to examine the effects of humor on individual and organizational effectiveness. Recent research supports the use of humor as an effective strategy to manage the work environment, and high profile case studies involving companies such as Southwest Airlines, Ben & Jerry’s, and Sun Microsystems demonstrate the potential of humor as a significant management tool. Specifically, employing humor at work has been associated with high job performance, effective leadership and communication, positive employee psychological well-being, improved organizational commitment, and increased employee creativity. Although current studies have enhanced our understanding about the relationship between humor and individual and organizational effectiveness, researchers have yet to address several important issues. First, most studies to date have considered humor as a single dimension in their analysis, yet humor is widely acknowledged to be a multi-dimensional construct. Second, research has not yet explained the underlying mechanism and effects of supervisor humor specifically on employee creativity. Third, scholars have yet to research the use of humor as a positive management strategy in shaping attitudes and behaviors, as most current studies focus on humor with respect to individuals and stress management. Finally, there is scant research examining the situational variables other than demographics that can moderate the relationship between humor and individual and organizational effectiveness. To addresses these issues, we examined how various types of supervisor humor affect subordinates’ individual creativity, how subordinates’ intrinsic motivation mediates the latter relationships, and how team human capital moderates the relationship between supervisor humor and subordinates’ individual creativity. Additionally, we analyzed the indirect effects of intrinsic motivation on the relationship between supervisor humor and subordinates’ individual creativity. We analyzed the telecommunications industry, where research and development (R&D) can play an important role for organizational success, and where individual creativity is encouraged. Five hundred surveys were distributed, one hundred to each company. Our sample focused on employees and their supervisors in the R&D departments. Before we distributed the surveys, we explained the purpose of the survey briefly and received assistance from either human resource managers or the supervisors in the team. To resolve the common method variance program, we asked both subordinates and supervisors to participate in the survey. Subordinates assessed the types of humor of their supervisors, their own intrinsic motivation, and team human capital, whereas supervisors assessed their subordinates’ individual creativity. Since one supervisor assessed several subordinates, we used Hierarchical Linear Modeling to examine the research hypotheses. Furthermore, we used 3-level analysis to control the company effect on the results that examined the role of humor on strategic management across organizations. That is, we used supervisor humor, intrinsic motivation, and individual creativity as Level-1 variables, team human capital as a Level-2 variable, and included company as a constant at Level-3. The results show that supervisors’ self-enhancing humor was positively associated with subordinates’ individual creativity, and subordinates’ intrinsic motivation significantly mediates the latter relationship. In addition, team human capital significantly moderated the relationship between subordinates’ intrinsic motivation and individual creativity, and team human capital significantly moderated the indirect effects of subordinates’ intrinsic motivation on the relationship between supervisors’ self-enhancing humor and subordinates’ individual creativity.

목차

<초록>

Ⅰ. 문제제기 및 연구목적

Ⅱ. 이론적 배경과 가설설정

Ⅲ. 연구방법

Ⅳ. 분석결과 및 토론

Ⅴ. 맺음말

참고문헌

ABSTRACT

키워드

유머 유머스타일 개인창의성 내재적 동기부여 팀인적자본 Humor Style of Humor Individual Creativity Intrinsic Motivation Team Human Capital