인적자원개발 담당자의 정의에 대한 인식 유형
A Typology of Human Resource Development Practitioners’ Perceptions on Justice
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초록
이 연구의 목적은 인적자원개발 담당자의 정의에 대한 인식을 분석하고 주관성 요인을 발견하는 데에 있다. 이를 위해 Q 방법론을 적용하였으며 연구 결과 조직에서의 정의에 대한 인식 유형은 ‘절차적 공정성 형’, ‘윤리 경영 형’, ‘조직 성과 형’, ‘개인지향 학습 형’ 으로 분류되었다. 제1유형인 절차적 공정성은 전반적으로 균형과 성과 기반 분배를 위한 절차적 정의를 강조하였다. 제2유형인 윤리 경영은 인적자원개발 담당자 등 조직 구성원과 조직의 전반적인 윤리적 덕목을 강조하면서 핵심 가치를 통한 개인과 조직, 학습과 성과의 조화를 지향하였다. 제3유형인 조직 성과에서는 전략적 목표와 정렬된 효과적인 개입 실행으로 조직에 기여하는 인적자원개발의 기능적 수월성을 추구하였다. 제4유형인 개인지향 학습은 학습과 성과의 균형을 추구하면서도 개인적 이상에 가치를 두면서 개인을 위한 학습의 역할에 주목하는 인식을 보였다. 이러한 네 가지 인식 유형에 대해서는 상반된 인식, 주목받지 못한 인식, 그리고 공통된 인식이라는 세 가지 관점에 따라 인식 유형별 공통성과 차별성이 논의되었다. 마지막으로 각각의 유형에 기초하여 인적자원개발 실천에 대한 시사점을 제시하였다.
Abstract
The purpose of this study is to analyze HRD (Human Resource Development) practitioners’ perceptions of justice and to explore human subjectivity. Applying Q methodology, four types of perceptions on justice were identified; ‘Procedural justice’, ‘Ethical management’, ‘Organizational performance’, and ‘Individual oriented learning’. TypeⅠ ‘Procedural justice’ was categorized as focusing on procedural justice toward the balance-based and result-based distribution. TypeⅡ ‘Ethical management’ was categorized as focusing on ethical individuals including HRD practitioners and organization-wide ethical imperatives. It also stressed harmony between individual and organization, learning and performance through core values. TypeⅢ ‘Organizational performance’ was categorized as focusing on functional excellence of HRD by effective interventions which aligned to strategic goals. TypeⅣ ‘Individual oriented learning’ was categorized as focusing on the role of learning only for individuals related to the individual ideal while pursuing the balance of learning and performance The results of this study showed HRD practitioners’ perceptions on justice can be understood in the different perceptual perspectives of intersection, neglect, and integration. These three perspectives imply the congruency and distance among types of HRD practitioners’ perceptions on justice. Finally, implications for HRD practices were presented.
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