지각된 조직문화가 이직의도에 미치는 영향 - 코칭 및 멘토링 효과에 대한 인식 일치성의 조절효과 -

초록

This study investigates the influence of perceived organizational culture on employees’ turnover intentions and explores whether perceptual congruence between organizations and employees regarding the effectiveness of coaching- and mentoring-based learning moderates this relationship. Utilizing data from the 2022 Human Capital Corporate Panel(HCCP), the analysis focused on 4,041 regular employees from mid-sized enterprises with 100 to 299 employees. Organizational culture was categorized into four types—clan, adhocracy, hierarchy, and market—based on the Competing Values Framework(CVF). Perceptual congruence was measured as the degree of alignment between employees’ and organizations’ perceptions of the effectiveness of informal learning through coaching and mentoring. The findings reveal that all four culture types significantly reduce turnover intentions, clan culture and adhocracy culture demonstrating the strongest negative effects. While perceptual congruence alone did not have a significant direct effect, it showed a significant positive moderating effect in interaction with hierarchy and market cultures. Specifically, higher levels of perceptual congruence were found to attenuate the turnover-reducing effect of these two culture types—suggesting an unexpected, inverted relationship. These results imply that even when employees perceive alignment with organizational values regarding training systems, a disconnect between employees’ perceptions and actual experiences may erode trust in the organizational culture and increase the likelihood of turnover. Thus, the effectiveness of organizational systems lies not merely in their formal implementation, but in their design and execution in ways that resonate with employees' subjective experiences and perceived value.

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