개인-조직가치 적합성과 개인의 직무성과가 경력사원의 이직결정에 미치는 영향: 사건사 분석법의 적용

초록

The study was conducted with the purpose of finding out what influence the person-organizational value fit and job performance have on the decision of managerial-level newcomers’ voluntary turnover. A total of 191 individuals who had joined the two electronic subsidiaries of one large domestic company in Korea as managerial-level newcomers in 2011 were selected as the objects of the study, and after observing whether or not they tried to effect turnover during the thirty-six months they were analyzed by event-history analysis. The results are as follows. First, as the person-organizational value fit is higher, so the newcomers’ voluntary turnovers decrease. Second, those who got a higher or lower performance appraisal grade than average after their joining the company showed a higher voluntary turnover rate. This supports the theory suggested by Williams and Livingstone (1994) that the possibility of trying to effect turnovers may be higher when individuals get very high or very low job performance merits. Third, the relationship between person-organization value fit and voluntary turnover is moderated with high performance appraisal grades. If lower fit people get lower performance appraisal grades, the probability of turnover will be increased. The results of the study demonstrate that the verification of the person-organization value fit should be strengthened and a differential reward system should be constructed to provide motivation for those who produce higher performance.

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