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비정규직의 HRM 관행이 조직성과에 미치는 영향에 관한 연구

A Study on the Effects of the HRM Practices of Contingent Workers on Organizational Performance

남기섭|유병주
한국기업경영학회 (Korean Corporation Management Association)|2009.03|기업경영연구 (Korean Corporation Management Review)|제16권 제1호|pp. 51-71

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참고문헌

키워드

조직몰입Organizational Commitment이직의도Turnover IntentionHRM 관행경력주의HRM PracticesCareerism
주제분류경영학

초록

최근 고용환경 변화로 인해 비정규직 근로자의 수가 급격히 증가함에 따라 비정규직을 활용하고 있는 기업의 경우 인사관리 전반에 대해 변화가 불가피하게 되었다. 비록 비정규직 근로자라고 하더라도 기업들이 이들에 대한 인적자원 계획을 세우고 이들을 비용개념이 아닌 자산의 개념으로 보고 동기화시킨다면 오히려 정규직에 비해 직무만족이나 직무태도가 더 높을 수가 있다. 따라서 본 연구에서는 비정규직 근로자를 대상으로 HRM 관행 즉, 임금수준, 부가급부 수준, 훈련, 직무안정성 및 절차공정성이 조직몰입이나 이직의도에 어떠한 영향을 미치는지를 살펴보았다. 또한 조직과의 고용관계를 어떻게 생각하고 있는가를 나타내는 경력주의를 투입하여, 비정규직의 HRM 관행이 조직성과에 영향을 미치는데 있어서 조절효과가 있는지를 시도하였다. 연구 결과, 비정규직의 경우 임금수준, 부가급부 수준, 절차공정성이 높을수록 조직몰입은 높아지는 것으로 나타났다. 또한 임금수준이 높다고 지각할수록 이직의도는 낮아지는 것으로 나타났으며, 나머지 4가지 인사관행과는 관련성이 없는 것으로 나타났다. 한편 HRM 관행이 조직몰입에 미치는 영향에 있어서 경력주의의 조절효과 분석에서는 급여수준, 부가급부 수준 및 절차공정성에서 조절효과를 보였으며, 이직의도에 대해서는 조절효과가 없는 것으로 나타났다

Abstract

As the uncertainty for the employment increases among workers due to dramatic change in the business environment, the Human Resource Management(HRM) practices of contingent workers is more likely to increase than before. The impact of HRM practices on firm performance and organizational performance is an important topic in the fields of business administration. Till now, theoretical and emplirical research has been devoted to investigating the effect of HRM practices on organizational performance. But the outcome of HRM practices was mostly evaluated by financial measures, the object was permanent worker, not contingent workers. This study focuses on how HRM practices of contingent workers affects organizational performance. We consider whether careerism plays a moderating role in the effect of HRM practices of contingent workers on the organizational performance. The HRM practices of this study measures five independent variables-wage, fringe benefits, training, job stability and procedural justice. Organizational performance measures organizational commitment and turnover intention. The result of this study shows as follows: First, Wage, fringe benefits and procedural justice of HRM practices of contingent workers was related positively to is organizational commitment. Second, HRM practices of contingent workers shows a significant positive impact, indicating that the higher the wages, to the lower turnover intention. Third, this study considers the moderating effect of careerism with regard to the effect of HRM practices of contingent workers on the organizational performance. The study reveals that the careerism has a moderating effect on the relationship between wage, fringe benefits and procedural justice of HRM practices and organizational commitment, but the moderating effect of careerism with regard to the effect of HRM practices on the turnover intention was not supported. Finally implications of these results are discussed.

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