고성과 관리 방식이 조직 몰입에 갖는 차별적 효과에 관한 연구 - 한국, 중국, 일본의 비교 분석

• 영문명: Commitment HR practices and employees’ organizational commitment: A comparative analysis between Korea, Japan, and China
• 발행기관: 한국인사관리학회
• 저자명: 장은미(Eun-Mi Jang)
• 간행물 정보: 『조직과 인사관리연구』인사관리연구 제30집 3권, 121~152쪽, 전체 32쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2006.09.01

국문 초록

  본 연구는 고성과 또는 몰입형 인적자원 관리 방식을 동양권에 도입하는 데에 있어서 고려해야 하는 문화적 가치관의 차이에 초점을 두고 시작되었다. 미국의 문화와 매우 상이한 가치를 갖고 있다고 평가되는 한국, 중국, 일본의 총 23개 기업, 735명의 종업원들을 대상으로 하여 고성과 관리 방식들이 종업원들의 조직 몰입에 미치는 효과에 대하여 다수준 분석을 실시하였다. 분석 결과, 세 국가의 종업원들은 집단주의와 불확실성회피 성향에서 유의적인 차이를 보여 세 나라간의 문화적인 가치에 있어서 차이가 있음이 다시 한번 입증되었다. 이러한 문화적 가치의 차이에 따라 인적자원 관리방식의 효과에 차이가 있을 것이라는 전제하에, ‘culture bound’와 ‘culture free’의 시각에서 몰입형 관리 방식의 효과를 살펴보았다. 고성과 관리방식의 효과는 국가별로 차이가 있으나 이를 ‘culture bound’하게, 즉 문화적 가치로 설명하기는 어려운 양상을 보이고 있다. 한편 ‘culture free’한 효과를 가질 것이라고 지적되는 종업원 교육 훈련의 경우에는 세 국가에서 모두 긍정적인 효과를 보이고 있다. 이러한 결과들에 대한 토론과 시사점이 제시되고 있다.

영문 초록

  The existing studies on the commitment HR practices have supported the positive effects on firm performance, but most of these studies are bound at the company level analyses. Extending these assertions into individuals in countries other than the U.S., seems to be an interesting research agenda because comparative studies insist that employees’ attitudes and behaviors are largely influenced by their cultural values. This attempt requires a multi level frame of analysis of incorporating company level variables of HR practices and individual level variables of perceptions and attitudes.
  The current research examines effects of commitment HR practices on employees’ organizational commitment in Korea, Japan, and China. Consistent data are provided that HR practices in these countries are under fundamental changes; i.e., moving toward the so called Western style of management such as individual performance based management and short term employment. Despite these notable changes, empirical studies of examining their effects on employees’ attitudes at the workplace are very rare.
  Hypotheses were developed relying upon the existing assertions regarding culture bound and culture free facets. Two sets of hypotheses were developed on culture bound propositions. First, the effects of pay for performance, promotion for performance, and objective performance appraisal on organizational commitment will be bounded by the collectivism; i.e., the more collectivistic, the more negative effect on organizational commitment. Employment security policy, on the other hand, is supposed to enhance organizational commitment, bounded by the value of uncertainty avoidance; i.e., the more uncertainty avoidance, the more positive effect on organizational commitment of the employees. One hypothesis was developed on the culture free aspect; i.e., training will trigger a positive effect on organizational commitment in all the three countries.
  I collected data from 23 companies and 735 employees in the capital cities of the three countries (Seoul, Tokyo, and Peking) from June to December, 2004. I asked information regarding the HR practices to an experienced HR manager of each company, and asked individual data to about 40 individual employees sampled from each company. GLS was used to examine the research hypotheses. ANOVA shows that employees of the three countries show distinct cultural values; Korea and China are more collectivistic than Japan; in terms of uncertainty avoidance, Korea is ranked the highest, followed by China and Japan. Regarding the culture bound effects, all the hypotheses were not supported. The collectivistic Koreans responded more positively to promotions based on individual performance, while negative effects are detected more in less collectivistic Japanese and Chinese. Also, the effect of employment security on organizational commitment was found to be positive in Japanese employees with the least uncertainty avoidance value. On the other hand, the effect of training was found to be significant across in the countries, supporting the culture free hypothesis.
  These results, in general, show that the effects of the commitment practices on employees’ attitudes tend to vary between the three countries, but these differences are not effectively explained by their cultural values. Rather, the timing and mode of transformation may provide some insights; in China, the radical changes in the HRM are described as government initiated, which may mean that the values of the changes have not been yet well internalized among employees. These were captured by the negative reactions of Chinese employees to pay and promotion for individual performance. In Korea, the transformation has more than two decade of history, and is regarded as strategic reactions of companies to survive in the competitive markets. Therefore, Koreans reacted the most positively to the new

목차

요약
1. 서론
2. 이론적 배경과 가설의 설정
3. 연구 방법
4. 결과 분석
5. 토론
6. 연구의 의의, 한계 및 제안점들
참고문헌
ABSTRACT

키워드

commitment practices cultural values organizational commitment