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軍組織 構成員의 組織一體感과 動機誘發에 관한 硏究 원문보기

  • 저자

    정광석

  • 학위수여기관

    水原大學校 大學院

  • 학위구분

    국내석사

  • 학과

    人事組織 專攻

  • 지도교수

  • 발행년도

    1997

  • 총페이지

    v, 80 p.

  • 키워드

  • 언어

    kor

  • 원문 URL

    http://www.riss.kr/link?id=T8953815&outLink=K  

  • 초록

    The resultant findings from positive analyses of this study were revealed, as follows: First, the level of the army officer's commitment shows 3,664, as compared with the mean value, 3, indicating a slightly higher value than that of the employers of enterprises in Korea, 3.29, surveyed by [Rusance]and his pupils. In particular, value commitment represents a high level by 3.997. Military organization needs for its specific characteristics the implementation of compelling power in order to achieve its organizational goals, and that this is a desirable phenomenon when seen from the perspective that the organization emphasizes the importance of its values, honour, and norms. Second, the degree of organizational commitment according to individual idiosyncrasies varies with age, the number of years of continuous service, rank by presenting a significance value in the positive (+) direction. This is thought to be ascribed to the fact that rank, age, and the number of years of continuous service are in proportion to one another, for its distinctive character. Third, the difference of organizational commitment by different views of profession, revealed that the army officers put the highest importance on their view of profession by showing a significant value. Among the factors they stress, the level of organizational commitment of the group that take the security of their livelihood as the first priority shows a highter level of organizational commitment than that of those who take the realization of their ideals as the first priority. This phenonenon is presented by combined considerations of both an ideal level and an actual level, and when they perceive an officer's life as a profession, a high level of organizational commitment is represented. This suggests that this point should be taken into account in establishing officers' views of profession. Fourth, the factors which affect army officers' organizational commitment and demonstrate their significance are as follows: 1) The factors affecting value commitment relative to role playing include the opportunity for self-development, appropriateness of personnel disposition, cohesion, cooperative seniors, and excessive functions, among which the latter was found to have a negative (-) effect, and work experience was found to be related to individual dependence, the realization of expectation, and the importance of self, and the group attitude towards to its organization. 2) The factors influencing commitment to the number of years of contiguous service, relative role playing, include excessive functions, the diversification of functions, the autonomy of functions, while professional factors include only the realzation of expectation as an influential factor. Among them, excessive functions and the realization of expectation were proved to be a negative (-) influence factor. 3) The factors having an effect on value commitment and the number of years of continuous service commitment at the same time include excessive functions and the realization of expectation, among which the former was found to be a negative (-) influence factor on value commitment and the number of years of continuous service, but a positive (+) influence factor on the realization of expectation and value commitment and a negative (-) influence factor on the number of years of continuous service. In these factors in which significance has been proved, the factors showing a comparatively low level of organizational commitment in general in army officers, relative to role playing, include excessive functions, the autonomy of functions, and the diversification of functions, whereas the factors related to work experience showed a group attitude towards the realization of expectation and organization itself. This explicitly represents that army officers feel excessiveness in their duties while performing the duties given, no discretionary power given them, simplicity and repeatedness in work. On the other hand, when seen from a work experience perspective, it was identified that they feel that their realization of ideal is seen as insufficient, and their group attitude towards to their organization is negative to some degree. In order to solve such problems, as aforementioned, recommended resolutions were suggested, as follows: 1) Care should be paid so that imbalance should not be formed among functions of different posts, via a careful analysis of functions. Although we are confronted with difficulty with North Korea, now under cease-fire conditions, we see we can make it possible to eradicate the phenomenon of excessive functions via rationalized operations of military organization. 2) Autonomy should be promoted in functions by expanding the opportunities of decision making by the organization members and positively authorizing more powers corresponding to their responsibilities. 3) They are required to lead to feel diversity in life by living up tp their positions. developing creativity in the process of duty performance, and providing refreshments in repeated work so that they can solve their own problems by themselves. 4) It is also needed to reinforce compensatory perspectives in a multangular way so that army officers do not confine their measure of values only to their ranks, and instead adhere to a thorough consciousness of profession, and enable their expectation to be realized on diverse sites. 5) Policy-making endeavors by policy makers are asked to be exerted so that the recent negative sight exposed to the troops in rapid changes in the social consciousness as well as in the process of information-alization may be renovated. Concurrently with this, the members of military organization need to establish their own image of the troops, along with the efforts to lead their group attitude toward their military organization, to a positive direction. In consequence, when such policy-making considerations and reorientation to a rational way of thinking are sustained, it is expected that army officers' level of organizational commitment would be far more enhanced.


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