외국인 노동자의 직무·조직·이문화 요인이 조직몰입에 미치는 영향에 관한 연구

Abstract

Based on the rapid increase of foreign workers, this research has purposes of finding out the primary causes of their jobs functions, organizational systems, and cross-cultural influencing the workers`organizational commitment; moreover, this research want to deal with particular characteristics on their organizational commitment social statistically. The research methods include (1) using three languages-Korean, English, and Chinese, (2) applying to surveys on five point scale measurement, (3) basing on the sample of 223 foreign workers in Pusan and Kyung-Nam area. The main findings are as following: First, among the factors related to the job functions, the importance of its functions only had a 0.053(5.3%) of rejection or error area of the hypothesis; therefore, this has a direct(+) relation. Also, the analysis on the job related anxieties has 0.072(7.2%) of rejection area of the hypothesis showing an inverse(-) relation. This outcome illustrates that the workers`organizational commitment decreases as their work performance level decreases due to over-expected or over-skilled job duties, and the degree of unsafe work environment increases. Thus, factors that are going to amplify the organizational commitment of the foreigner workers are (a) giving the performable level of job duties and (b) reducing any issues that may be the cause of creating unsafe work environment. Secondly, among the factors related the organizational systems, the compensational system had 0.000(0%) showing a direct(+) relation. This percentage demonstrates that compensation including pay and general welfare increase workers`organizational commitment. Additionally, relationships with other co-workers had 0.002(0.2%) of the error area of the hypothesis. This result shows that both outer-conflict and inner-conflict can have negative influence; moreover, foreigner works`organizational commitment will increase if they feel that they are respected and trusted by their colleagues. Thirdly, along with the factors related to the cross-cultural, adaptation into a cross-cultural had 0.624(6.24%) of the rejection area of the hypothesis. Next, acceptance with a cross-cultural had 0.000(0%) showing a direct(+) relation. This outcome points out that open-minded attitude towards adapting and accepting a cross-cultural has a positive effect on foreigner workers` attentiveness. In brief, the end results from above in the order starting with the greatest influence are as following: (1) adaptation of a cross-cultural, (2) fair compensation, (3) positive relationship with colleagues, (4) the importance of job duties, and (5) job security. Therefore, besides trying to solve the foreigner worker issues with fair pay, programs helping the workers to adapt Korean culture, fair compensation system, and positive relationship with co-workers are required of Korean firms. All of these will increase the organizational commitment of the workers as well as increasing work performance and effectiveness. Next, in the sociology of population perspective, gender, marital status, nationality, number of family members living in Korea, age, educational background, number of other foreigner workers in the firm did not have much influence. However, the length of time lived in Korea did have some weight from the research. The short unemployed time had a 0.017(1.7%) of rejection area; although, based on pervious researches, more chances of better compensation increases as the time got longer, the length of unemployment showed an inverse(-) relation in this research. This might be due to high number of illegal foreigner workers or workers hired with employment license system. The reasons why their length unemployment is increasing are unfair or unsatisfied compensation, job insecurity, and home sickness. Theses two can also have a negative effect on the organizational commitment. In addition, the length of time spent in Korea showed 0.018(1.8%) of error from the hypothesis; minimum of six months demonstrated the highest organizational commitment. After the six months, the organizational commitment went down to point zero, then slowly went up.