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교육훈련 투자가 이직률 및 조직성과에 미치는 영향: 다집단 분석

Training Investment, Turnover, and Organizational Performance: A Multi-group Analysis

최명원
한국기업교육학회 (Korean society for learning and performance)|2018.03|기업교육과인재연구 (Journal of Corporate Education and Talent Research)|제20권 제1호|pp. 113-141|DOI https://doi.org/10.46260/KSLP.20.1.5

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참고문헌

키워드

조직성과Organizational PerformanceQuality Strategy교육훈련 투자비용우위 전략품질우위 전략자발적 이직률Training InvestmentCost StrategyVoluntary Turnover
주제분류교육학

초록

본 연구의 목적은 (1) 교육훈련 투자가 자발적 이직률 및 조직성과(운영성과, 재무성과)에 미치는 영향을 살펴보고, (2) 교육훈련 투자의 영향이 조직의 주요 전략(비용우위 전략, 품질우위 전략)에 따라 어떻게 다르게 나타나는지 검토하는 것이다. 이를 위해, 한국노동연구원의 2011년(T1), 2013년(T2) <사업체패널조사>에 모두 참여한 총 753개 기업들의 자료를 분석하였다. 구체적으로, 참여 기업들이 추구하는 주요 전략에 따라 비용우위 전략 집단과 품질우위 전략 집단으로 분류하였으며, 두 시점(T1, T2)에 수집된 자료에 대해 다집단 분석을 수행하였다. 분석 결과는 다음과 같다. 우선, T1 시점의 교육훈련 투자는 T2 시점(2년 후)의 자발적 이직률과 부적 관계를 가지며, 이러한 관계는 비용우위 전략이 추구되는 기업 집단과 품질우위 전략이 추구되는 기업 집단에서 모두 관찰되었다. 즉, 교육훈련 투자가 자발적 이직에 대해 갖는 부적인 영향은 기업의 주된 전략과 관계없이 보편적인 것으로 나타났다. 한편, T1 시점의 교육훈련 투자가 T2 시점의 운영성과 미치는 정적 영향은 품질우위 전략이 추구되는 기업 집단에서만 관찰되었다. 분석결과를 바탕으로 HRD 연구 및 실무에 대한 함의를 제공하였다.

Abstract

The purpose of this study was to investigate the effect of training investment on organization-level outcomes. The study specifically examined (1) the relationship among training investment, voluntary turnover, and organizational performance and (2) the variations in this relationship according to the organization’s dominant strategy. Data for this study were sourced from the Workplace Panel Survey collected by the Korea Labor Institute in 2011 (T1) and in 2013 (T2). Based on the dominant strategy pursued, 753 organizations that participated in both surveys were categorized into two groups: cost strategy and quality strategy. Analyses of the data collected at two different time points (T1 and T2) over a three-year period revealed the following. First, training investment in T1 was negatively related to the voluntary turnover rate in T2 (two years after T1) in both the cost strategy and quality strategy groups. Therefore, as far as voluntary turnover is concerned, the benefit of training investment is universal regardless of the dominant strategy pursued. Second, training investment in T1 was positively related to operational performance during T2 in the quality strategy group but not in the cost strategy group. Based on the findings, implications for HRD research and practice were discussed.

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