인력아웃소싱에 의한 간접고용인력의 허용범위에 따른 직접고용인력의 직무만족과 조직몰입 차이

• 영문명: A Exploratory Study on Relationship between Human Resources Outsourcing Strategy and Organizational Effectiveness
• 발행기관: 한국인사관리학회
• 저자명: 맹성철(Seong Cheol Maeng) 이춘우(Choonwoo Lee)
• 간행물 정보: 『한국인사관리학회 학술대회 발표논문집』2008 추계학술대회 발표 논문집, 105~137쪽, 전체 33쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2008.11.30

국문 초록

본 연구는 인력아웃소싱을 시행하고 있는 기업 중 기업 내부에 간접고용인력을 사용할 경우 직·간접고용인력의 구성방식에 따라 직접고용인력의 직무만족도 및 조직몰입도가 어떠한 영향을 받는 가에 대한 탐색적 연구이다. 기존 인력아웃소싱연구들은 사회심리적 영향보다 경제적 효과에 초점을 두었으며, 비정규직 관련 선행연구들은 비정규직의 도입에 따른 비정규직 인력들에 미치는 사회심리적 영향에 주안점을 둔 반면, 정규직 직원에게 미치는 사회심리적 효과에 대해서는 주의를 크게 기울이지 않아왔다. 이에 본 연구는 정규직만이나 비정규직만으로 인력구성을 하는 단일방식과 정규직과 비정규직 인력을 혼합하여 구성하는 방식에 따라 정규직 직원의 직무만족, 조직몰입에 있어서 차이가 있는가를 탐색해 봄으로써 인력구성방식에 관한 경영관리직 시사점을 살펴보았다. 연구결과 첫째, 직무만족도 수준은 ① 직·간접고용인력이 혼합구성된 작업인력집단과 직접고용인력만으로 구성된 작업인력집단 간에, ② 직·간접고용인력이 혼합구성된 작업인력집단과 간접고용인력만으로 구성된 작업인력집단 간에 통계적으로 유의한 차이가 있으며, 직·간접고용인력 혼합구성의 경우가 직접 고용인력이나 간접고용인력으로 단독구성하는 경우보다 직무만족 수준이 더 높은 것으로 나타났다. 둘째, ‘간접고용인력 만으로 단독구성된 작업인력집단’과 ‘직·간접고용인력이 혼합된 작업인력집단’ 간에 정서적 조직몰입도 수준이 통계적으로 유의한 차이가 있으며, 직·간접고용인력 혼합구성방식이 직접고용인력 만으로 단독구성된 경우보다 조직몰입도 수준이 더 높은 것으로 나타났다. 본 연구는 통계적 분석결과를 해석하기 위해 산업현장기업의 관련 담당자를 인터뷰하여, 분석결과 해석의 질적 설명력을 강화하고 통계분석결과의 일반화 가능성을 높였다. 이러한 연구결과는 핵심직무에 정규직 직접고용인력을 배치하고 단순 반복적이거나 비핵심적 직무에 비정규직 간접고용인력을 혼합하여 구성배치하는 인력구성전략을 선택할 경우 직접고용인력의 직무만족도 및 조직몰입 수준을 높여 경영성과향상에 기여할 수 있다는 시사점을 도출할 수 있었다.

영문 초록

Employees' job satisfaction and organizational commitment are the indexes used to determine organizational effectiveness and have been considered important substantial values. Many companies and scholars have constantly studied these indexes with a common goal to find the factors that influence employees' job satisfaction and organizational commitment and the ways to improve these indexes. These days, many companies use employment flexibility as the means to improve competitiveness as the economic conditions have worsened. 'Human resources outsourcing' is the leading method of employment flexibility which is frequently used to concentrate core manpower on major duties and handle all subsequent work through outsourcing. Also, there are different types of human resources outsourcing, most of which are 'indirect employment', such as dispatch services, outsourcing services, and internal subcontracting. The use of indirect employment engenders direct and indirect changes to the organization of production manpower. These changes thought to influence organizational effectiveness, the job satisfaction and organizational commitment of directly employees, but there has not been any specific research as to whether human resources outsourcing is a factor to determine organizational effectiveness. Therefore, this study was conducted to research whether human resources outsourcing influences validity of an organization's directly employed manpower. For this purpose, the theoretical backgrounds of employment flexibility, human resources outsourcing, job satisfaction and organizational commitment of employees were examined and a research model and hypotheses were established accordingly to understand the relationship between human resources outsourcing, and job satisfaction and organizational commitment of employees. A sample group was surveyed for substantial analysis. The results of interviews with selected companies were applied to reinterpret the results of substantial analysis and alleviate the possibility of over-generalization. The following summarizes the results of substantial analysis: first, the hypothesis on employees' job satisfaction revealed that each type of organization showed significant differences in average job satisfaction. A post-analysis on the differences discovered that the group of both direct and indirect employees was significantly different from the group of direct employees and from the group of indirect employees. Second, the analysis of inevitable organizational commitment found that each type of organization showed significant differences in average organizational commitment. A post-analysis on the differences discovered that there was a significant difference between the group of both direct and indirect employees and the group of indirect employees. Third, the analysis of computational organizational commitment indicated that there is no significant difference between each type of organization under the statistical significance level. This analysis proved that employees' job satisfaction and organizational commitment reach the highest level in the group of both direct and indirect employees. This is probably because the employees of the two essentially different groups mutually compare one another and compete, unless there are other factors that enhance job satisfaction and organizational commitment. This result could be indirectly interpreted through a case study. A reverse interpretation of this result could explain the comparative superiority of indirect employees' job satisfaction and organizational commitment and eventually the structural conflicts between the two types of employees that potentially cause various social problem. The significance of this study is that it researched how the difference in organizing employee groups with the use of indirectly employed manpower from outsourcing influences organizational effectiveness, that is, the job satisfaction and organizational commitment