초록/요약

The aim of this study is to identify the types of career aspirations among workers of public enterprises through latent profile analysis and investigate the differences in leadership experience and perceived glass ceiling according to the types of career aspirations. Quasi-market-based tourism-related public corporations in Korea were studied. Types of career aspirations among workers of public enterprises were identified based on workers’ perceived achievement aspiration, leadership aspiration, and educational aspiration, and the differences according to career aspirations were analyzed using leadership experience in the organization, routine leadership experience, and perceived glass ceiling. In this study, we conducted a Latent Profile analysis of the types of career aspirations of public enterprise workers. Latent profile analysis analyzes the characteristics of a measurement variable by identifying a latent group when it is a continuous variable. Mplus 6.12 was used to derive potential group types, and after the latent group was determined, a difference analysis between leader experience and perceived glass ceiling was conducted by type of group. An online survey was conducted using the in-house intranet system for data collection. It was conducted for all employees from September 14 to October 8, 2020. Questionnaires were distributed to all employees and 412 copies were collected. The reverse question identified 136 parts of the answer to be unfaithful and used 276 parts for the final analysis, excluding the answer to be unfaithful. The results confirmed the normality of the observed variables and the differences between them according to sex. The study identified four types of career aspirations—high, middle-high, middle-low, and low. The organizational and routine leadership experiences and the perceived glass ceiling differed by the type of career aspirations of the workers of public enterprises. Based on these results, we present the following suggestions. First, it is essential to tailor the support for career development according to workers’ career aspiration. Second, it is necessary to provide majority of employees with leadership opportunities to build up leadership experiences. To build up massive leadership experiences, fostering horizontal and adhocracy cultures should be implemented first. Third, leadership training should be provided systematic. Fourth, the corporations should provide equal opportunities of leadership experience, regardless of gender, and thus, it could be lower the workers’ perceived glass ceiling. Lastly, the employees also need to make personal efforts to enlarge not only the organizational leadership opportunities but also the routine leadership opportunities, and thus, they can continue to develop their career through self-directed learning experiences.