earticle

영어

It was proven that job stress and social support have influence on job satisfaction and organizational commitment. But it has no influence on the job performance, contrary to the expectations shown in the existing studies. Therefore, it seems that the two levels -- fulfillment of the needs of an individual and his mental health, on the one hand, and the organizational effectiveness, on the other -- are mutually independent. But this does allow us to generalize that job stress and social support does not have any effect on the job performance. It may be because that job stress and social support are proportionally small in the total variance of the factors operating on the job performance. Or there may exist variables which mediate the relation of social support and job stress, on the one hand, and job performance, on the other. And what most influences the job satisfaction and organizational commitment is role under-utilization. It tells us that the workers regard their ability as being insufficiently utilized. A significant difference of the effects of job stress and social support, depending on locus of control, on the organizational effectiveness was observed This suggests that job satisfaction and organizational commitment of internal group are mainly based on role under-utilization and self-esteem support, whereas those of the external group are based on the leaders` tangible support. Therefore, between the leadership patterns, `consideration` is needed for internal group and `initiating structure` is needed for external group. And in Korea, according to the post-analysis, negative correlation rather than `inverted-U relation` appears between job stress and organizational effectiveness, suggesting that stress may be totally dysfunctional. Therefore, in case of Korea, it may be earlier to introduce the concept of `optimal level` of job stress in the business. It may be much more desirable to put emphasis on the simple reduction of job-related stress.