초록 close

본 연구는 프로젝트 담당자의 개인역량이 관리적 역할의 매개에 따라 프로젝트 성과에 미치는 영향력을 밝히는데 목적을 갖고 창원지역 소재 프로젝트를 수행하는 기업의 프로젝트 참여 유경험자 200명을 대상으로 2014년 6월 11일~6월 30일까지 20일간 조사를 하였다. 연구 결과 본론으로 첫째, 지식이 프로젝트 성과의 인지된 성과에 영향을 미치는 것으로 나타났다. 둘째 프로젝트 담당자의 관리적 역할이 프로젝트 성과에 미치는 영향에 있어 사업관리, 의사소통관리, 인적자원관리가 프로젝트의 인지된 성과에 긍정적인 영향을 미치는 것으로 나타났다. 셋째, 프로젝트 담당자의 관리적 역할에 따른 긍정적인 프로젝트 개인역량과 프로젝트 성과 관계에서의 매개역할이 긍정적인 영향을 미치는 것으로 나타났다. 이 같은 결과는 결론적으로 제한된 자원과 시간, 원가절감 성과도출의 제약 하에서 정해진 목표를 수행하기 위해서는 프로젝트 담당자의 개인역량으로 지식과 기술이 고도화된 전문성이 뒷받침되어야 함을 의미하며 이는 종국적으로 프로젝트 관리에 있어 이 같은 전문성을 바탕으로 한 사업관리에 부합하는 지식, 기술, 인성을 갖춘 담당자의 개인역량을 중시하여 프로젝트에 접목시켜 응용할 때 높은 성과로 이어짐을 시사한 것으로 평가할 수 있다.


This study is intended to look into the effect of project coordinators' responsibility on productivity and the moderating effect of individual-, team- and task-centered organizational types in organizational environment. To achieve this, a survey was carried out to 200 project participants in Changwon through March 17 to 26, 2014. The results were as follows. In the items of LDQ(Leeds Dependence Questionnaire), Dulewicz and Higgs (2005) made the point that the qualification to be project coordinators with intellectual, managerial and emotional abilities is the need for their responsibility, which their abilities are main factors to support their performance. The studies involved showed that they should put the focus on employees separately within the limit of rapid response to various changes, time of payment and low budget in performing a project unlike the existing general organizations to lead a goal-oriented organization , maximizing corporate performance(Min Seung-ni, Gang Chang-wook, 2012; Eom Hye-mi, 2014). Especially, their leadership remained a priority in the relationship between bosses and employees, or individuals, departments in a project organization, and they could perform the project successfully when they had a good understanding and responsibility for it(Sim Deok-seop, 2007; An Tae-hoon, 2012). Based on the theories above and previous studies, the results of this study were summarized as follows: ① In the effect of project coordinators' responsibility on organizational diversity, the managerial and emotional abilities had an effect on task-centered organization, the intellectual and emotional abilities on team-centered organization, and the intellectual and managerial abilities on individual-centered organization. ② In the effect of project coordinators' responsibility on productivity, the intellectual and managerial abilities had an effect on job satisfaction, the intellectual, managerial and emotional abilities on organizational commitment and group cohesiveness. ③ In the effect of organizational diversity on productivity, the team- and task-centered organizations had an effect on job satisfaction, organizational commitment and group cohesiveness. As stated above, project coordinators' responsibility had a positive effect on organizational diversity and productivity, which it was useful. Consequently, organizational members should be properly placed and utilized by a variety of organizational types as their responsibility is a mechanism to raise job satisfaction, organizational commitment and group cohesiveness depending on organizational diversity, and an important factor to improve the productivity or positive effect of project.