중장년 재직자가 인식한 조직문화가 직무만족에 미치는 영향: 조직특성의 매개효과를 중심으로

초록

Objectives This study aimed to examine the mediating effect of organizational characteristics on the relationship between organizational culture and job satisfaction as perceived by middle-aged employees. Methods Data from the 2nd Wave, third-year Human Capital Corporate Panel (HCCP) of the Korea Research Institute for Vocational Education & Training (KRIVET) were used, targeting 4,239 middle-aged employees aged 40 to 64. Statistical analyses, including reliability and correlation analyses, were performed using SPSS 25.0. To verify the mediating effect of organizational characteristics, Baron and Kenny's three-step regression analysis and the Sobel test were conducted. Results The analysis results are as follows: First, organizational culture, excluding hierarchy (β = .003), had a sig nificant positive effect on organizational characteristics, with innovation (β = .184, p < .001), relationship (β = .308, p < .001), and market (β = .212, p < .001) showing significant positive effects. Second, organizational culture (innovation: β = .218, p < .001, relationship: β = .281, p < .001, hierarchy: β = .041, p < .05, market: β = .133, p < .001) significantly affected job satisfaction. Third, the mediating effect of organizational characteristics between organizational culture and job satisfaction was confirmed through three-step hierarchical regression analysis. In this analysis, organizational culture (innovation: β = .175, p < .001, relationship: β = .210, p < .001, market: β = .105, p < .001) and organizational characteristics (β = .230, p < .001), excluding hierarchy, were found to have a partial mediating effect on job satisfaction. The significance of this effect was verified by the Sobel test (Z = innovation 7.779, p < .05, relationship 10.525, p < .05, market 5.544, p < .001). Conclusions The study confirmed that organizational culture, as perceived by middle-aged employees, sig nificantly affects job satisfaction through the mediation of organizational characteristics. These findings provide a practical implication and foundation for developing educational programs that enhance positive organizational characteristics, allowing middle-aged employees in critical roles within organizations and society to experience job satisfaction in environments that emphasize relationship-building, collaboration, change, and innovation, rather than focusing solely on productivity improvement.

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