항공사 지상직 직원의 셀프리더십, 직무몰입, 직무성과 및 조직유효성 간의 관계

초록

The airline industry, which demands diversity and high-quality services, increasingly emphasizes differentiated human resource management to secure future competitiveness. This study empirically examined the structural relationships among self-leadership, job involvement, job performance, and organizational effectiveness among airline ground staff. Using 210 valid responses collected from May 18 to June 17, 2025, exploratory factor analysis, reliability testing, correlation, and multiple regression analyses were performed with SPSS 26.0. Results showed that self-leadership positively affected job involvement (R²= .216); job involvement, in turn, positively influenced job performance (β= .328, p< .001; R²= .107) and organizational effectiveness (β= .446, p< .001; R²= .199). Job performance also had a positive effect on organizational effectiveness (β= .183, p= .008; R²= .033). These findings highlight that fostering self-leadership and job involvement is essential for enhancing both individual and organizational performance. The study offers theoretical and practical implications for efficient human resource and organizational management in the airline industry, emphasizing systematic strategies to strengthen employees’ self-directed leadership and engagement.

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