공공기관통합에 따른 조직문화변화와 조직융합 및 직무성과와의 관계 : 근로복지공단의 사례를 중심으로

공기업;통합;조직융합관리;조직문화;PMI;organizational culture;integration;organizational;commitment;organizational performance;352

행정대학원 공기업정책학과 ;

University:서울대학교 대학원

关键词: 공기업;    통합;    조직융합관리;    조직문화;    PMI;    organizational culture;    integration;    organizational;    commitment;    organizational performance;    352;   

Others  :  http://s-space.snu.ac.kr/bitstream/10371/130568/1/000000021005.pdf

美国|英语

来源: Seoul National University Open Repository

【 摘 要 】

Public enterprises have played a leading role as bridge between government and market. They contributed to economic growth and social development in Korea. But, recently they were severely criticized for their inefficiency and lax management. As President Lee Myung-bak has focused on the policy of ;;Advancement of public institutions”, 36 public organizations that have similar mission and function were integrated to 16 agencies. However, Now There is doubt if the integration accomplished it’s original purpose. Post Merger Integration(PMI) programs have been regarded as a useful management method in private sector. However, a study about PMI programs on public organization field is not sufficient. Especially, there have been few studies examining the degree of implementation of PMI programs and organizational effectiveness in the public enterprises. To overcome this problem, this study examed pubic employees’ attitudes toward organizational culture, organizational effectiveness and PMI. In order to test hypothesis, a survey was conducted 204 pubic employees of ;;Korea Workers;; Compensation and Welfare Service’(KCOMWEL). There are significant differences in organizational culture’s type as employees’ ex-institutions. Employees who worked with ;;Workers Accident Medical Corporation(WAMC)’ more recognize the gap of adhocracy culture and gap of market culture than employees who worked with KCOMWEL. Among the gap of clan culture, adhocracy culture, hierarchy culture and market culture in before and after integration, the gap of adhocracy culture and hierarchy culture shows a statistically significant effect on employees;; organizational commitment. The gap of all culture type shows a statistically significant effect on employees;; organizational performance. PMI shows a statistically significant effect employees;; organizational commitment and performance. Vision integration management, organizational culture integration management, human resource integration management, function integration management performance integration management are constitutive of PMI. Between the gap of adhocracy culture and organizational commitment and performance, each component of PMI has mediating effect. Putting the results together, PMI’s meaningful role on organizational commitment and performance is empirically proved. This study can draw some suggestions. First of all, PMI is important to integrated public enterprise to achieve integration’s goal. And it’s desirable to carry out organization;;s cultural innovation and organization;;s integration education program regarding ex-organization’s culture. Finally, PMI programs have to conduct not only after integration, but also whole integration process including before integration.