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본 연구의 목적은 과업 상호의존성과 성과급 형태가 임금만족에 미치는 효과를 알아보는 것이었다. 국내에서 성과급 제도를 실시하고 있는 15개 기업의 근로자, 231명을 대상으로 자료 분석을 실시하였다. 연구 결과 비록 과업 상호의존성 수준에 따른 임금 만족의 차이는 유의미하지 않았지만, 성과급의 형태에 따른 임금 만족의 차이는 유의미하였으며, 성과급 형태와 과업 상호의존성 수준의 상호작용 효과도 유의미한 것으로 나타났다. 특히 개인 성과급과 조직 성과급은 과업 상호 의존성 수준에 상관없이 임금 만족 수준이 유사하였지만, 팀/부서 성과급 형태에서는 과업 상호의존성이 낮을 때 보다 높을 때 임금 만족이 확연히 높은 것을 알 수 있었다. 이러한 결과들은 현재 각 기업에서 과업 특성을 고려하지 않고 유행처럼 사용하는 일괄적인 성과급 사용에 문제점이 있다는 것, 특히 연봉제의 사용은 그 의미와 효과가 많이 퇴색하고 있다는 것을 간접적으로 시사해 주고 있다.
Incentive System is one of the most effective technique in human resource management because it is intimately related to the motivation of organizational employees. To motivate employees, the incentive system should be designed based on the job characteristic. The purpose of this study is to examine the effects of task interdependence and types of incentive on pay satisfaction. The 231 self-reported questionnaires of employees in the 15 companies using incentive systems were used. Results indicated that the task interdependence by different job dimensions was statistically significant(F=9.777, p=.000), but the effect of the level of task interdependence on pay satisfaction was not significant(F=3.167, p=.077). However, the effect of different incentive types on pay satisfaction was significant (F=5.415, p=.001). Also the effect of the interaction of the level of task interdependence and different incentive types was significant (F=3.468, p=.024). Especially, the pay satisfaction was highest when the level of task interdependence was high and the employees received group(department)/team incentive. Pay satisfaction was comparable when employees received individual and organizational incentive regardless of the level of task interdependence. When received base(fixed) pay, the satisfaction was lower under the high task interdependence condition. These results suggest that the group/team incentive system might be an alternative plan to keep pay satisfaction of the performers under high task interdependence condition. Also, a job analysis about task interdependence is necessary to choose the effective incentive types. However, to generalize these results, more various job dimensions and employees should be examined. Future studies will be needed to provide appropriate indicators to organization.
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individual incentive, group incentive, team incentive, organizational incentive task interdependence
