헤어미용종사자의 셀프리더십, 임파워먼트, 자기효능감, 직무성과 간의 구조적 관계 = Structural Relationship between Self-leadership, Empowerment, Self-efficacy, and Job Performance of Hairdressers

다국어 초록 (Multilingual Abstract)

The purpose of this study was to investigate the structural relationship between self-leadership, empowerment, self-efficacy, and job performance of hairdressers. For this study, a survey was conducted from July 29, 2020 to August 11, 2020, targeting 447 hairdressers in Seoul and Gyeonggi area. The conclusions based on the results of data analysis using SPSS 26.0 and AMOS 26.0 are as follows:
First, it was found that the empowerment and self-efficacy of hairdressers had a direct effect on job performance, which means the higher empowerment shows the higher job performance, and the higher the self-efficacy presents the higher job performance. In self-leadership, it was found that the path coefficient of job performance was not statistically significant, and self-efficacy had a relatively larger influence out of two variables - empowerment and self-efficacy - that had a direct influence on self-leadership. This suggests that in order to increase the job performance of hairdressers, it is necessary to improve their empowerment, which refers to their confidence in their skills and abilities, and to enhance their self-efficacy, which is their self-assurance and belief that they can successfully overcome any difficulties to come.
Second, both self-leadership and empowerment of hairdressers have a direct effect on self-efficacy. Of the two variables, self-leadership had a relatively larger influence on self-efficacy.
Self-leadership is enhanced by presenting a vision and establishing a compensation system to improve intrinsic motivation such as enjoyment and trust in the values that hairdressers have so as to think in a desirable direction and to achieve tasks. And empowerment is strengthened at the organizational level and through job design. This means enhanced self-leadership and strengthened empowerment lead to improved self-efficacy, so that institutionalization at the organizational level is necessary for this.
Third, the self-leadership of hairdressers had a direct effect on empowerment. In other words, the higher the self-leadership, the higher the empowerment. This means that hairdressers with higher self-leadership have more confidence in their skills and competence, understand themselves as valuable in their roles, and show behaviors that that they are able to control work well. Therefore, it is necessary to create a dynamic work environment and develop the capabilities of leaders through the training within the organization.
Fourth, the self-leadership of hairdressers indirectly influenced on job performance through empowerment and self-efficacy, which is that the self-leadership of hairdressers enhances their job performance through empowerment, and their self-leadership improves their job performance through self-efficacy also. Besides, out of two variables, the indirect effect of self-leadership on job performance through self-efficacy had a relatively larger influence, which says that the job performance of hairdressers through their self-leadership is led by their higher self-efficacy.
Fifth, the self-leadership of hairdressers had an indirect effect on self-efficacy through impowerment. This means that the self-leadership of hairdressers enhances their self-efficacy through empowerment.
Lastly, the empowerment of hairdressers indirectly affected their job performance through the self-efficacy, which refers to that the empowerment of hairdressers improves their job performance through self-efficacy.
To summarize the above conclusions, out of the variables that directly affect the job performance of hairdressers, self-efficacy had a relatively higher effect on the job performance, and it also had a relatively higher indirect influence on the job performance. The results of the study show that the self-leadership, empowerment, and self-efficacy of hairdressers are important variables that directly and indirectly affect their job performance.
It is necessary to establish differentiated service management strategies to cope with the rapidly changing hair beauty service environment and the increasing level of customer service and to survive in the fierce competitions between hair shops. As competitive hair professionals, they need to have the leadership and competence to make a decision in an efficient and reasonable direction on their own. And then with it, they can provide high service quality that meets the high added value demanded by consumers and offer higher customer satisfaction. For this aims, excellent human resource management strategies are needed.
Suggestions for follow-up studies as follows in consideration of the limitations based on the above conclusions:
First, this study conducted a survey targeting only hairdressers, but comparison studies are required for each beauty industry.
Second, it is necessary to compare and analyze hairdressers by their positions and working periods in the follow-up study.
Third, as this study was conducted on hair beauty workers in Seoul and Gyeonggi area, so there is a limit to generalize this study as a result of all hair beauty workers.

목차 (Table of Contents)

• Ⅰ. 서 론 1
• 1. 연구문제의 진술 1
• 2. 연구문제 8
• 3. 용어정의 9
• 4. 연구의 가정 10
• Ⅱ. 선행연구의 고찰 11
• 1. 직무성과 11
• 2. 셀프리더십 13
• 3. 임파워먼트 15
• 4. 자기효능감 18
• 5. 관련 변인과의 관계에 대한 선행연구 고찰 20
• 6. 연구모형 33
• Ⅲ. 연구방법 34
• 1. 조사대상 35
• 2. 측정도구 36
• 3. 자료수집 절차 38
• 4. 통계 모형 및 자료 분석 39
• Ⅳ. 결 과 41
• 1. 측정변인 간 상호상관 행렬 및 기술 통계치 41
• 2. 측정모델의 부합도 및 모수치 추정 43
• 3. 연구모델의 부합도 및 모수치 추정 50
• Ⅴ. 고 찰 55
• 1. 직무성과와 관련 변인간의 관계 55
• 2. 자기효능감과 관련 변인간의 관계 62
• 3. 임파워먼트와 관련 변인간의 관계 65
• Ⅵ. 결론 및 제언 67
• 참고문헌 70
• 부록 : 설문지 82