건설산업에서 비인격적 감독의 영향요인에 대한 연구 조직지원인식과 직무과부하의 조절효과를 중심으로 = A Study on the Factors Influencing Abusive Supervision in the Construction Industry: Focusing on the Moderating Effect of Perceived Organizational Support and Job Overload

다국어 초록 (Multilingual Abstract)

This study aimed to identify factors in the construction industry that intensify or mitigate abusive supervisory behavior. It also examined how perceived organizational support and job overload moderate the relationships between those factors and abusive supervision. A survey was conducted with 255 supervisors (at the rank of department manager or above) working at construction sites. The collected data were analyzed using multiple regression in IBM SPSS and a moderated regression analysis with the PROCESS macro. The analysis revealed the following results: First, a high level of internal communication and a safety-oriented organizational climate significantly reduced supervisors’ abusive supervision, whereas a hierarchical organizational climate increased it. Second, perceived organizational support had a significant moderating effect on these relationships. Specifically, with higher perceived support, the negative relationships between organizational communication or safety climate and abusive supervision grew stronger, and the positive relationship between a hierarchical climate and abusive supervision was weakened. Third, contrary to expectations, under conditions of high job overload, the mitigating effects of organizational communication and a safety climate were more pronounced, and the detrimental effect of a hierarchical climate was weakened. These findings suggest that in the high-risk construction work environment, establishing an open communication system and a safety-oriented culture is essential to prevent supervisors’ abusive supervision. Additionally, efforts to improve a hierarchical organizational culture can effectively curb abusive behavior by supervisors. The results also demonstrate that perceived organizational support plays a critical role in ensuring employees’ psychological stability and facilitating effective leadership in high-risk industries. The observed moderating effect of job overload indicates that even under excessive work demands, organizational resources can buffer supervisor stress and help maintain psychological stability. Accordingly, strategies such as rational workload distribution and enhanced job resource support are necessary to help supervisors regulate their emotions and sustain positive leadership behavior even under overload conditions.