고성과 인적자원관리가 성과에 미치는 영향 - 시스템 도입 강도의 역할에 대한 탐색적 연구

• 영문명: High-Performance HRM and Organizational Performance: An Exploratory Study on the Role of the Intensiveness of HRM System
• 발행기관: 한국인사조직학회
• 저자명: 김경묵(Gyeong Mook Kim) 김상준(Sang-Joon Kim)
• 간행물 정보: 『인사조직연구』인사·조직연구 제14권 제3호, 107~151쪽, 전체 45쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2006.11.01

국문 초록

  본 연구는 고성과 인적자원관리가 성과에 미치는 영향을 분석하는데 목적이 있다. 이러한 목적의 달성을 위하여 저자들은 우리나라 상장기업 46개를 대상으로 실증 연구하였다.
  분석 결과, 고성과 인적자원관리 시스템 도입 강도는 재무적 성과, 그리고 내부운영 과정 제고에는 U자형 영향을 미치는 것으로 나타났다. 반면에 고성과 인적자원관리 시스템 도입 강도는 종업원의 학습과 성장에는 곡선 관계도, 선형 관계도 나타나지 않았다. 이러한 연구 결과는 고성과 인적자원관리 도입 강도가 약할 경우-전통적 인적자원관리와 고성과 인적자원관리가 혼재된 경우-는 성과가 떨어진다는 것을 의미한다. 결국 고성과 인적자원관리에 대한 도입에 앞서, 인적자원관리 기법들 간의 내적 일관성과 조직 상황에 맞는 인적자원관리 기법의 운용이 성과에 더 큰 영향을 미침을 주지해야 한다.

영문 초록

  Since the Korean Financial Crisis in 1998, many Korean companies have introduced High-Performance Human Resource Management (HPHRM) to enhance their performance. Note first of all that not all companies seek for the same goals or the same operating strategies. While many companies are opting for HPHRM, their current operating systems or procedures are not always compatible with it. The incompatibility may come from the un-preparedness in transition to the new systems but it mainly comes from the almost irreconcilable differences between the new operating systems and their previous ones. Eventually, these differences can influence the companies’ performance. We focus on these differences. HPHRM as an edgecutting system will not always have positive impact on organizational performance. Its effects are rather non-linear. In other words, when HPHRM is combined with the previous HR practices and makes inconsistent signals, it would play a negative role in promoting organizational performance. Traditional HRM is not necessarily inferior to HPHRM. Our hypothesis here is that the new system introduced through the adoption of HPHRM has non-linear effects on organizational performance.
  To test our hypothesis, we did an exploratory research on Korean listed companies. We measured HPHRM according to the followings; first, we consider HPHRM as a system or bundle, which consists of HR practices. Second, we measured the intensiveness of the HPHRM system as the level of organizational change in the replacement of traditional HRM system. Thus, the highest intensiveness of a HPHRM system indicates that perfect transition is made from traditional HRM to HPHRM.
  To gather information on HR bundles we surveyed HR managers in the Korean listed companies. Since we intended to get objective information from the HR managers, our questionnaire contained only quantifiable questions and avoided gathering HR managers’ personal judgment on HPHRM. The survey was done from June to September, 2004, and we collected 53 companies’ answers. Out of the 53, 46 were chosen since 7 proved to be too inconsistent to be valid. The organizational performance as dependent variables was measured with the Balanced Scorecard (BSC) measures. We did not consider the customer perspective it cannot be applied to all industries. On regression analysis, we found that HPHRM has non-linear relationship with the organizational performance. Particularly, the intensiveness of HPHRM system has a significant U-shaped relationship with EPS. In case of EVA, another performance indicator in financial perspectives, and value-added per employee, a performance indicator in internal perspectives, we figured out that they have potential U-shaped relationships with the intensiveness of HPHRM. However, the intensiveness of HPHRM system has insignificant relationship with quality enhancement as a performance indicator in learning and growth perspective. These results indicate that forced introduction of HPHRM in the presence of traditional HR practices can impair the organizational performance.
  Our results raise the issue of institution and the signals it makes. New institution naturally has conflicts with the previous institution and may make inconsistent signals to employees. As a result, employees are likely to get confused in the organizational change, development or transformation caused by the introduction of new institution. Such confusion is often manifested in psychological and behavioral inertia and has negative influence on organizational performance. In this regard, we insist that an internal fit between existing HR practices and HRM system is to be secured before introducing HPHRM.
  In sum, we conclude that HPHRM does not necessarily enhance the organizational performance. To make HPHRM play a positive role on the performance, companies should contextualize the new system and consider consistency betwe

목차

〈초록〉
Ⅰ. 문제 제기 및 연구 목적
Ⅱ. 이론적 배경 및 연구 모형
Ⅲ. 연구 방법 및 변수의 측정
Ⅳ. 가설 검증
Ⅴ. 연구 결과의 토론
참고문헌
ABSTRACT

키워드

고성과 인적자원관리 HR 번들 HR 기법 보상시스템 High-Performance Human Resource Management HR Bundle HR Practice compensation