조직 구성원의 업무성향 개념정립 및 구성요인 탐색을 위한 연구

초록

Understanding the diverse work styles and collaborative attitudes exhibited by members within an organization has recently emerged as a core challenge in personalized and tailored organizational management. However, existing approaches centered on personality or temperament have largely focused on fixed individual traits, revealing limitations in explaining the dynamic nature of behavior that changes within specific organizational contexts and interactions. Therefore, this study aims to conceptualize Work Disposition in order to provide a more multidimensional explanation of organizational members’ behaviors and to explore its constituent factors. To achieve this aim, a literature review was conducted to compare and analyze Work Disposition with similar concepts (such as job orientation, job attitude, and work style). Subsequently, a Delphi survey was administered to 10 experts in organizational psychology, human resources and organization, and HRD to derive conceptual consensus. The research findings are as follows. First, Work Disposition was defined as a social attribute manifested during the job performance and collaboration processes of organizational members. It is a dynamic construct formed and modulated by the interaction of Internal, Task, and Relational Factors within an organizational context. This implies that Work Disposition is not a fixed, immutable trait but an attribute that can be developed and adjusted through continuous interaction with the organizational environment. Second, the components of Work Disposition were identified as three factors: Internal Factors, Task Factors, and Relational Factors. Internal Factors refer to psychological attributes such as an individual’s values, motivations, and attitudes, which are formed through experience and learning and influence how work is approached and handled. Task Factors denote job-related conditions and environmental properties that affect how members perform tasks and solve problems. Relational Factors refer to attributes that shape interpersonal approaches during interaction and collaboration with others. By reinterpreting individual behavior as contextual dispositions rather than fixed traits, this study provides a theoretical foundation for shifting the talent management paradigm from a selection-centered approach to a development-centered one. It also offers foundational evidence for practical applications such as customized talent development, team composition based on dynamics, task-oriented training, coaching program development, and the building of organizational cultures that embrace diversity.

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