통합대학 행정직원의 직무만족 요인분석 및 증진방안

Abstract

대학교육의 목적달성과 구조개혁에 빠른 대응의 대학행정을 구현하기 위해서는 행정직원의 긍정적인 자세와 의욕적인 업무수행이 중요한 요소라고 할 수 있으며, 또한 강도 높은 동기부여가 요구되고 있다. 본 연구는 동기부여를 위한 통합대학 행정직원의 직무만족에 대한 직무요인에 대하여 배경요인별에 따라 차이가 있는가를 분석하였으며, 직무만족요인의 구성요소를 업무, 인사, 보상체제 및 근무환경, 상사의 리더쉽, 인정, 동료관계, 교육훈련의 7가지로 구성하였다. 연구의 검증을 위하여 부산?경남지역에 위치한 대학 중 대학통합이 이루어진 국립대학과 사립대학의 4개의 대학에 근무하고 있는 일반행정직을 대상으로 설문조사하였다. 본 연구의 통계적 처리는 SPSS 10.0 프로그램을 사용하였으며, 신뢰성을 측정하기 위하여 Cronbach's Alpha 계수를 사용하였고, 타당성 분석을 위해서는 Varimax의 직각회전 방법을 사용하였다. 통합대학 행정직원의 직무만족에 대한 직무요인의 차이를 분석한 결과, 개인배경변인에 따라 상사의 리더쉽을 제외한 업무, 인사, 보상체제 및 근무환경, 인정, 동료관계, 교육훈련의 6가지 요소에서 직무만족의 영향요인으로 나타났다.

In order to achieve a goal of academic education and realize academic administration that quickly responds to restructuring, faculty members’ positive and enthusiastic attitude is essential. Besides, they need to be highly motivated This paper has analyzed what difference can be found by background factor in factors on job satisfaction of administrative staffs in meraged uiversities. For this, the job satisfaction factors classified into 7 categories; Duty, personnel, rewarding system and work environment, an supervisor’s leadership, approval, relationship with peers, and education & training. In order to verify this study, a questionnaire survey has been conducted on faculty members from 4 integrated national and private universities in Busan & Gyeongnam areas. For statistical analysis, SPSS 10.0 and Cronbach’s Alpha coefficient have been used. For feasibility analysis, besides, varimax rotation method has been used. According to the analysis on difference of factors on job satisfaction among faculty members from integrated university, an influence on job satisfaction was observed in 6 factors (duty, personnel, rewarding system and work environment, approval, relationship with peers, and education & training) but a supervisor’s leadership. The plans to improve faculty members’ job satisfaction in integrated university are as follows: First, sufficient education and training should be offered for systematic work adjustment and competence development. Second, based on an effective and fair performance rating system, those who have worked hard should be properly treated. Third, a rewarding system should be reasonable and work environment needs to be improved. Besides, faculty members’status should be firm and stable. Fourth, more faculty members should be able to get involved in school decision making. Fifth, a restructuring should be done to integrate departments and secure faculty members, not to lay off them.