인적자원개발이 성과에 미치는 영향: 조직변화의 조절효과를 중심으로

Abstract

The purpose of this paper is to investigate the effects of HRD on organization performance. In particular organization change is expected to moderate the relationship between HRD and organization performance. To test the hypotheses, Human Capital Panel Survey(HCCP) Data were used for this study. Three hundreds sixty nine companies from manufacturing industry were included due to the comparabilities among companies excluding financial and services industries. The results show that the degree of implementing HRD programs by organizations has a positive, significant impact on organization effectiveness measured by employees’ job performance, labor productivity, corporate image, work motivation, and low turnover intention. The opportunities which employees participate in HRD programs provides knowledge and skills which need to perform their works, and in turn lead enhanced individual performance. Employees who are trained and learned can contribute organizational performance. Thus, employees perceive which the organization regards them valuable and non-substitutable resources when they have more chances to engage in HRD programs or learning opportunities. External stakeholders may also hold positive attitudes toward the companies because they evaluate the companies more competitively when the investments on human resources create better outcomes. Company’ interests and investments on HRD send potential labor force positive messages because potentials prefer to work the companies where they can be advanced through their works and learning opportunities given by their future companies. Among the control variables, comparative benefit against other companies has a significant impact on all of the organization effectiveness variables. The results of moderating effect reveal that when the organizations implement more organization change, the impact of HRD programs lessens on the organization effectiveness. The results of the study provide some implications. First, it has been pointed out as lackness that most study has analyzed the effect of individual HRD program rather than the complete HRD systems or application. In order words, previous study has not examined the overall degree of HRD programs application which caused difficulties to understand how oveall HRD systems or programs contribute organization performance. HRD systems and programs are dependent on companies’ business strategy as well as HRD strategy. Companies can make the best composition among various HRD programs. It may lead incomplete conclusion when research analyzes the effectiveness of individual HRD program. For example, the companies where provides employees tuition reimbursement for graduate school enrollment in foreign country was only seventeen companies. Second, this study address the effects of organization change on the relationship between HRD and organization performance. The results imply that the current HRD systems and programs in Korean companies do not meet the strength and speed of organization change so HRD systems and programs need to be redesign and redeveloped to satisfy the requirements which came from internal and external changes. Third, the level of HRD systems and programs are various according to companies’ strategy, products, services, and competency. In terms of strategic HRD (Gilley and Maycunich, 2000), companies need to develop their HRD systems considering three factors of learning, performance, and change. However, the results of study found that HRD systems and programs among Korean companies have paid more attention to learning and performance rather than changes. HRD systems and progrmas are not well planned and structured to cope with the ever-changing organization changes. The results request that organizations consider the quality of HRD as well as the quantity of it.