HR BSC를 통한 전략적 인적자원관리와 조직성과의 관계 = Human Resource Strategy, Organizational Culture, Human Resource Performance, and Organizational Performance

국문 초록 (Abstract)

  인적자원관리(HRM)가 조직성과 향상에 직접적으로 기여하기 위해 전략적인 경영도구로써 그 역할이 변모될 필요가 있다. 이러한 필요성에 의해 등장한 전략적 인적자원관리(SHRM)의 효과적 도입과 실행에 있어 중요한 요소는 SHRM 실행 성과를 객관적으로 측정하기 위한 시스템의 체계적 정립이라 할 수 있다.<BR>  본 연구는 SHRM과 조직성과 간의 관계에 있어 SHRM 성과시스템이 재무성과 중심의 편향된 조직성과를 재무적ㆍ비재무적으로 균형된 조직성과로 개선을 가져오는지를 실증적으로 분석하고자 하였다. 이를 위해 조직성과에 대한 선행변수로 HRM 전략 및 조직문화 특성요소와 두 변인간의 관계를 매개하는 요인으로 인적자원 균형성과시스템(HR BSC)과의 관계를 살펴보았다.<BR>  우리나라 112개 상장기업(BSC를 도입한 기업과 그렇지 않은 기업에 대한 짝지은 검증)을 대상으로 분석한 결과는 다음과 같다. 첫째, HRM 전략과 HR BSC 간에는 유의한 관계가 있는 것으로 나타났다. 특히, 구축형 및 배치형 전략은 HR 재무성과가 높고, 획득형 전략은 HR 전략 및 HR 고객성과가 더 높은 것으로 나타났다. 둘째, 조직문화 특성요소와 HR BSC 간에는 유의한 관계가 있는 것으로 나타났다. 특히 개인-조직가치 적합성을 강조하는 조직은 HR 재무성과가 높고, 혁신지향적 조직은 HR 전략 및 HR 고객성과가 더 높은 것으로 나타났다. 셋째, 동일한 HRM 전략 및 조직문화를 가진 기업이라 하더라도 HR BSC를 도입하고 있는 기업의 전체 조직성과가 더 높은 것으로 나타났고, 재무적ㆍ비재무적 조직성과도 균형적으로 높은 것으로 나타났다.<BR>  이상의 결과에서 조직성과의 향상을 위해서는 조직에 맞는 HRM 전략과 조직문화를 형성하는 것뿐 아니라, 경쟁우위의 원천인 인적자원의 효과적인 관리를 위한 SHRM의 실행과 그러한 과정을 통해 창출되는 성과와 가치를 균형있게 평가하기 위한 성과지표가 함께 관리될 필요가 있음을 보여주었다.

다국어 초록 (Multilingual Abstract)

  This study examines relationships among human resource strategy (HRS), organizational culture, human resource performance, and organizational performance. By using organizational typology of Miles and Snow (1978), we classify HRS in three categories: acquiring HRS of prospectors, allocating HRS of analyzers, and building HRS of defenders. We also classify organizational culture into four categories; innovation oriented culture, relation oriented culture, task oriented culture, and hierarchy oriented culture. In addition, we measure human resource performance according to four dimensions of human resource balanced scorecard (HR BSC): strategic, operational, customer, and financial performance. To validate those relationships, we compare 58 companies that utilize HR BSC with 54 companies that do not utilize HR BSC. Analysis shows that 1) the effects of HR strategy on human resource performance differ according to HR BSC dimensions used for measuring HR performance, 2) the effects of organizational culture and person-organizational value fit on human resource performance differ according to HR BSC dimensions used for measuring HR performance, 3) the effects of culture types of organizations on human resource performance differ according to HR BSC dimensions used for measuring HR performance, and 4) the effects of HR performance on organizational performance differ according to BSC dimensions used for measuring HR performance and BSC dimensions used for measuring organizational performance. Implications and directions for future research are discussed.

목차 (Table of Contents)

• 〈초록〉
  Ⅰ. 서론
  Ⅱ. 이론적 배경
  Ⅲ. 연구 방법
  Ⅳ. 연구 결과
  Ⅴ. 토의 및 결론
  참고문헌
  ABSTRACT
  

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