원격근무 환경에서 집단적 잡 크래프팅이 팀 관련 성과에 미치는 영향: 원격 현장감의 조절효과 및 팀워크 몰입과 조직적 고립의 매개효과 -중국 기업을 중심으로-

초록

As this COVID-19 telecommuting is once again a hot topic of discussion, it has generated a great deal of interest among scholars and practitioners. With recent advances in technology, mobile connections are becoming less expensive and many people around the world can telecommute from outside the office. Since the term telecommuting first appeared in the 1970s, scholars and practitioners have debated the benefits of working outside of the office because it represents a fundamental shift in how organizations have historically conducted their work. This paper provides a historical perspective on why individual companies have always been cautious about telework, leading to the conclusion that the current phase of technological development has allowed telework to have a very negative impact on employee performance, but very paradoxically employee effectiveness has instead shown a positive upswing. This also shows that the negative impact of telework on performance is not due to the personal efficiency of employees, and past research experience tells us that the relationship between employee efficiency and performance is positively correlated, so this leads to a series of thoughts afterwards. This includesthe idea of enhancing the collaborative action characteristics among team members through collective job crafting (CJC) to improve team performance. Based on this, this study focuses on team output, which is currently of great concern to companies, and introduces Team-related performance (TRP) into the research framework, a variable that will focus more on the interactions between team members on the measurement of performance. Such a study will be more useful to analyze the impact of Collective job crafting (CJC) on team output. Based on Social Exchange Theory, Organizational Support Theory, Social Identity Theory, and Resource Conservation Theory, a moderated multiple-mediation model was constructed with Teamwork engagement(TWE) and Professional isolation(PI) as mediators and Telepresence(TEL) as moderator. For this study, empirical analyses were carried out using SPSS 26.0 and Amos 26.0, based on data collected from 655 staff members across 21 Chinese enterprises. The main findings from these analyses are presented below. First, Collective job crafting (CJC) has a significant positive effect on Te am-related performance (TRP). Second, this study confirmed that Team work engagement (TWE) and Professional isolation (PI) significantly mediated the effect of Collective job crafting (CJC) on Team-related performance (TRP). Third, Telepresence (TLE) has a significant positive moderating effect on the positive effect of Collective job crafting (CJC) on Team work engagement (TWE), and also has a significant moderating effect on the negative effect of Collective job crafting (CJC) on Professional isolation (PI). Fourth, Telepresence(TEL) was also shown to positively moderate the mediating role of Team work engagement (TWE) in the relationship between the effects of Collective job crafting (CJC) on Team-related performance (TRP), and the The mediating effect of Professional isolation (PI) in the relationship between the effects of Collective job crafting (CJC) on Team-related performance (TRP) was significantly mitigated by the negative effect of Professional isolation (PI) on the relationship between the effects of Collective job crafting (CJC) on Team-related performance (TRP). on Team-related performance (TRP) through a negative effect. The results of this study fill a gap in previous research on telework management and highlight the implications for organizations’ initiatives in enhancing interactions among members within the organization and better aligning employees’ mindsets when working remotely, including the resulting effects on team performance. Finally, the limitations of this study and possible future research directions are discussed.

키워드