한국 기업의 전략적 인사관리

• 영문명: Strategic Human Resource Management of Korean Companies: With a Focus on Building Organizational Capabilities
• 발행기관: 한국인사조직학회
• 저자명: 김성수(Seongsu Kim) 박지성(Ji Sung Park) 박미혜(Mihye Park)
• 간행물 정보: 『인사조직연구』인사조직연구 제22권 제1호, 145~174쪽, 전체 29쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2014.03.31

국문 초록

지난 20년간 다수의 한국 기업들은 세계 시장에서 괄목할만한 성과를 거두어 왔다. 삼성전자는 매출액 기준으로 세계 최대의 기술회사(technology company)로 등극했고 현대자동차는 세계 자동차 시장점유율 10% 내외를 차지하여 세계 5위권의 자동차 제조기업으로 성장하였다. 이처럼 눈부신 한국 기업의 성장을 가능케 한 조직수준의 역량으로 실행력, 민첩성, 기술역량 등이 주목받고 있다. 이러한 역량의 개발은 우연히 이루어진 것이 아니고 세계 시장에서 경쟁하기 위해 한국 기업이 전략적으로 구축해온 것이며, 이 과정에서 인사부문이 중요한 역할을 수행하였다. 즉, 한국적 인사관리 방식을 통해 우수한 인재를 양성하고 성과주의에 입각한 동기부여를 통해 조직의 실행력, 민첩성, 기술역량을 높여온 것이다. 본 논문에서는 전략적 인사관리 연구문헌과 한국대표기업(삼성전자, 현대자동차)의 인사관리 방식을 연구하여 한국 기업의 인사관리특징과 성과를 설명한다. 그리고, 이를 기반으로 기존의 전략적 인사관리 연구들(특히 서구 중심의 전략적 인사관리 연구)이 간과해 왔던 연구 과제들을 제시한다. 즉, 기업의 인사관리가 조직역량(실행력, 민첩성, 기술역량)을 향상시킬 수 있다는 명제를 연구과제로 제시하고 이와 관련한 전략적 인사관리 분야의 연구 과제들을 살펴 본다.

영문 초록

The rise of Korean companies in global markets is truly remarkable because they were relatively unknown and their competitiveness was quite low just 20 years ago. In order to change the company and boost its competitiveness, Samsung Electronics Company announced ‘New Management’ initiatives in 1993 and Chairman Lee Kun-hee called for complete changes of employees and organizations. New Management was followed by ‘New HR (Human Resource Management)’, which emphasized developing and acquiring top talent as well as performance-based evaluation and compensation systems. These all-out efforts transformed the company and, in 2013, Samsung Electronics Company became the biggest technology company with sales revenues topping $210 billion. Hyundai Motors Company followed a similar route by transforming its company from a relatively unknown car maker to one of the top five players in the global auto industry. Naturally much research has tried to identify the means by which these Korean companies have transformed themselves. Most of these studies found that Korean companies had unique organizational capabilities such as strong execution, agility, and technical competence that allowed them to excel rapidly. First, in terms of execution, Korean companies showed the ability to achieve what they planned to. Strong execution of Korean companies was possible because they strongly emphasized performance-based evaluations and compensation. It was also possible because Korean companies diligently developed and acquired global talent either through global talent development programs or global talent recruiting programs. Second, Korean companies are known for their agility which is considered highly important in this ever-changing competitive environment. Agility is the ability to swiftly reconfigure and adapt organizational resources and capabilities so the organization can better meet competitive challenges from markets and the environment in general. Sources of Korean companies' agility include intentionally loose definition of jobs which allows employees to tackle any problem in the team instead of just taking care of their own individual jobs. In fact, few Korean companies use job descriptions, allowing them to flexibly utilize employees according to the changing demands of markets. Third, Korean companies were able to catch up with companies in the advanced countries in terms of technical competence in a rather short period of time. Korea started quite late in terms of industrializing the nation because of colonization and the Korean War. However, companies such as Samsung Electronics Company and Hyundai Motors Company transformed themselves into technology powerhouses by aggressively investing in research and development and providing generous compensation packages to their scientists and engineers. Also these companies established dual-track career paths for their research and development staff so they could concentrate on their expertise throughout their careers and be amply rewarded in terms of promotion and accompanying compensation. One of the characteristics of Korean companies' human resource management (HRM) is that it helped companies to build organizational capabilities such as strong execution, agility, and technical competence. Researchers in strategic HR have tried to understand how HR contributes to the performance of firms by looking at the mechanism that link HR and the performance of firms. However, few researchers have studied the impact of HR on organizational capabilities. Studying the impact of HRM on organizational capabilities will provide valuable addition to better understanding the mechanism through which HR contributes to the performance of firms. Finally, in this paper, we discuss in detail the concepts and significance of organizational capabilities. We also discuss issues and challenges in studying the impact of HR on organizational capabilities and suggest future research agenda.

목차

초록

Ⅰ. 서론

Ⅱ. 전략적 인사관리 연구와 조직역량

Ⅲ. 사례연구: 삼성전자 및 현대자동차

Ⅳ. 결론 및 제언

참고문헌

Abstract

키워드

한국기업 전략적 인사관리 조직역량 실행력 민첩성 기술역량 Korean companies strategic human resource management organizational capabilities