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조직-구성원간 HRM 정합성에 대한 고찰

A Conceptual Study on the HRM Fit between Organization and Employee

최병권
한국조직학회 (Korean Association for Organizational Studies)|2013.04|한국조직학회보 (Korean Review of Organizational Studies)|제10권 제1호|pp. 125-156|DOI 10.21484/kros.2013.10.1.125

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참고문헌

키워드

조직성과조직-구성원 HRM 정합성추상화 수준HR 아키텍처HRM fitlevel of abstractionHR architecture

초록

본 연구는 인적자원관리제도(HRM)와 조직성과간의 관계를 보다 정확하게 설명하기 위해서 인적자원관리제도에 대한 구성원의 인식의 중요성을 살펴보고 있다. 본 연구에서는 인적자원관리제도가 조직의 전략, 산업특성, 그리고 인적자원관리제도들 간에 정합성뿐만 아니라, 인적자원관리제도에 대해 조직과 구성원의 인식의 정합성도 인적자원관리제도의 효과적 실행을 통한 조직성과 향상에 중요한 요인임을 주장하였다. 먼저 조직과 구성원간의 인적자원관리제도에 대한 인식의 정합성이 조직성과에 미치는 영향을 살펴보고, 조직-구성원간 HRM 정합성이 어떠한 요인들에 의해 영향을 받을 수 있는지를 인적자원관리의 제도적 특성과 조직적 특성으로 측면에서 제시하였다. 첫째, 조직-구성원간 HRM 정합성이 높을수록, 구성원의 HRM에 대한 이해도와 수용도는 높아지고, 그 결과 HRM은 현장에서 효과적으로 실행될 것이다. 둘째, 추상화 수준이 낮은 프랙티스보다 추상화 수준이 높은 원칙 정책에 대한 조직-구성원간 HRM 정합성이 높을 것이다. 셋째, 복수의 인적자원관리시스템보다는 단수의 인적자원관리시스템을 활용할수록 조직-구성원간 HRM 정합성은 높을 것이다. 넷째, HR 프랙티스 중 특히 구성원의 이해관계와 밀접한 평가, 보상, 고용에 대해서는 조직-구성원간 HRM 정합성은 상대적으로 낮을 것이다. 다섯째, 조직 내에서 서로 다른 특성을 보유한 하위조직이 많을수록, 특정 하위조직의 상대적 영향력이 강할수록, 조직-구성원간 HRM 정합성은 낮아질 것이다. 마지막으로 관리자가 조직의 가치를 수용하고, 인적자원관리시스템의 방향성에 몰입하고 실행할수록 조직-구성원간 HRM 정합성은 높아질 것이다. 연구의 말미에는 조직-구성원간 HRM 정합성을 고려한 인적자원관리제도와 조직성과간의 관계에 대한 향후 연구방향을 제시하였으며, 조직 경영자에 대한 실무적 시사점을 정리하였다.

Abstract

This study examines the importance of HRM fit between organization and employees. This study suggests that not only the fit among HRM, organizational strategy, and industrial characteristics, but also the HRM fit between organization and employeess is also important to enhance organizational performance (financial performance, employees' attitudes and behaviors). Thus, this study examines the concept of HRM fit between organization and employees and proposes various factors that influence the HRM fit in terms of in HRM and organizational characteristics. First, this study proposes that the HRM fit between organization and employees will increase organizational performance. Second, HRM fit will be higher for HRM of high levels of abstraction (i.e., policy, practice) than HRM of low levels of abstraction (i.e., practice). Third, HRM fit between organization and employees will be higher when a single rather than multiple HRM systems is used. Fourth, HRM fit between organization and employees will be relatively lower for HRM practices that are closely related to employees' interest, such as evaluation, rewards, and employment, and also when there are more subordinate groups that have different characteristics, and when a certain subordinate group has a relatively stronger influence. Lastly, HRM fit will be higher when managers accept the organization's values and consistently implement those. The implications, directions for future research, and limitations will be discussed.

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