본 연구는 한국의 중소기업에 있어 임파워링 리더십이 리더-구성원간의 관계와 혁신행동에 미치는 매 개효과를 분석하고자 한다. 이는 글로벌 경쟁시장에 있어 중소기업 수준까지 인적자원의 다문화 현상이 보편화되고 있음에도 불구하고 구성원의 관리적 리더십과 접근방법은 차별화되지 못하고 일반론적 분석 에 그치고 있기 때문이다. 선행연구들은 리더와 구성원의 관계, 즉 LMX가 구성원의 내재적 동기부여에 영향을 미치고 구성원의 성과와 혁신적 행동에도 중요한 영향을 미치는 것으로 보고하고 있다. 그러나 이미 다문화된 인적자원의 성격에 기반한 차별화된 샘플링과 여기에 관계하는 임파워링의 하위개념들이 어떻게 내국인과 외국인 구성원 사이에 차별되고 성과와 혁신행동에 관계하는 가에 관한 연구는 부족한 것이 현실이다. 연구결과, 아울러 내국인 집단의 경우 아이디어 개발과 아이디어 촉진에 미치는 임파워링 의 매개효과가 확인되었다. 반면에 외국인 집단의 경우에는 아이디에 개발에만 매개효과가 존재함을 확 인하였다. 요약하면 내국인의 경우 아이디어 실천을 촉진하는 직무재설계의 필요성, 외국인의 경우 아이 디어 촉진과 실행을 자극할 수 있는 보상과 승진과 함께 직무재설계 도입 필요성을 강조하는 것이다. 현장의 생산성 향상과 직무단위 혁신이 시급한 상황에서 이제는 외국인 근로자에 대한 임파워링이 현장의 생산성과 혁신성과의 핵심 관리과제로 평가되어야 한다.

It is getting more intensified with the competition among participating companies for global market share in major industrial fields. The situation is accelerating especially within the top 5 market share, and these include electric vehicles, semiconductors, chemicals, and shipbuilding industries. The key to the advantage over the competition within a strategic group is which company leads the innovation in the field. On-the-ground innovation refers to job-based innovation. This paper aims to analyze job unit innovation in the structure of empowerment, LMX, and job crafting. Existing studies on job crafting have suggested a causal structure based on job design in the traditional sense, and there are not many scholars who study the causal structure using a job situational model. Therefore, this paper takes an approach from the perspective of the job situation. As a result of the study, LMX showed a moderating effect on the relationship between autonomy provision and job crafting. While, in the relationship between meaing-giving and cognitive crafting, there is no significant moderating effect shown on the relationship between autonomy provision and cognitive crafting. Therefore, the results of the analysis in this study suggest that the meaning of jobs and participation in decision-making should be managed in an integrated way in structural and design areas, not just qualitative factors such as empowerment and leadership.

The composition of human resources in industrial sites is becoming global. In Korea, too, the proportion of foreign members in all industrial fields and production sites is increasing. This is the reason why an approach that reflects this reality is needed in the basic unit of competitive sources. Competitiveness starts with value creation, and this progresses through field innovation. Through empirical analysis of this study, it was analyzed that South Korea members showed active actions and attitudes in developing, promoting, and realizing ideas when they strongly recognized the real meaning of empowerment given by leaders. On the other hand, it was found that foreign members do not know the meaning of empowerment itself, so they are often unable to play an active role in the development, promotion, and realization of ideas. In fact, it was analyzed that foreign members generally did not experience positive interactions with LMX and were exposed to simple tasks and controls. In other words, they are being discriminated against in terms of communication problems, compensation system, and work environment. In particular, this phenomenon is exacerbated in the case of small and medium-sized enterprises (SMEs). Situational response to foreign workers through improvement of LMX and empowerment should be evaluated as a key management task in a situation where productivity improvement and job unit innovation are urgently needed.

This investigation was carried out in Liaoning, Shandong, and Shaanxi where classified most of their geological organizations into profit organizations, which means they must implement enterprise-oriented reform immediately. The valid 311 questionnaires were collected and used to verify the serial mediating model by AMOS 23.0. Results verified the crucial mediating effects of structural and psychological empowerment between external-focused organizational culture and openness for change. Adhocracy culture positively affects employees’ openness for change through three indirect paths, including one mediator and two mediators. Market culture impacts individuals’ openness for change through two indirect paths, one is through structural empowerment and another one is through two mediators. The findings provide managers in geological organizations with an empowering management practice model which could promote geological industry reform effectively.