산업보안 핵심인력의인적자원관리가 직무태도에미치는 영향: 관계⋅위계문화를 중심으로

Abstract

With the recent increase in technology outflow by the former or current employees, the risk of industrial security has increased because changing job might not simply move from an organization but it also could cause even the tangible and intangible assets to leak out simultaneously. Notably, as regards key human resources management, the importance of industrial security is emphasized all the more. It is necessary to arrange in-house industrial security regulations and measures in the light of the job attitude which is a preceding variable having high explanation power about core human resources’ turnover intention. Accordingly, there is the need to look into the relationship between human resources management as efforts for organizational management, and core human resources’ job attitude. The group consisting of core manpower could have a different influence on job attitude according to an intrinsic climate-organizational culture type. This study aims to look into the factors why in-house industrial security regulations and measures should be arranged in the light of job attitude by looking into the relationship between human resources management and job attitude consequent on core human resources’ organizational culture type. Methods: This study used the 6th Human Capital Panel Data provided by the Korea Research Institute for Vocational Education & Training by modifying them in line with the objective of this study, and conducted frequency analysis, validity analysis and reliability analysis as a research procedure as well as implemented path analysis for hypothesis verification. Conclusion: As a result of hypothesis verification, it was found that human resources management had a contrary influence on job attitude according to organizational culture type. Also, organizational culture was found to have an influence on job attitude. In addition, human resources management was found to have an influence on job attitude satisfaction; however, only the preferential treatment of talented resources was found to have an influence on job commitment.