헌신형 인적자원관리 구성요소의 도입 유형에 따른 기업성과의 차이 연구
The Relationship Between The Adoption Of High Commitment HRM System And Firm Performances
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본 연구에서는 인적자원관리제도, 인적자원관리제도들의 묶음으로서 역량, 헌신, 기회의 세 가지 구성요소가 잘 갖추어진 구성형태로서 헌신형 인적자원관리 시스템이라는 연구 틀에 따라 각 구성요소 및 구성요소의 균형도입이 기업성과에 어떠한 영향을 미치는가를 살펴보았다. 본 연구에서는 첫째, 헌신형 인적자원관리 구성요소 도입이 기업성과를 높이고 둘째, 헌신형 인적자원관리 구성요소의 균형도입형, 불균형도입형, 저도입형의 순서대로 기업성과가 높을 것이라는 가설을 설정하였다. 분석 결과, 헌신형 인적자원관리 시스템에 포함된 헌신, 역량, 기회 구성요소는 모두 기업성과에 대하여 정(+)의 관련성이 나타나고 있다. 또한 헌신, 역량, 기회 세 가지 구성요소가 모두 균형 있게 도입된 균형도입형, 역량 관련제도 도입이 미흡한 불균형도입형, 모든 제도 도입이 미흡한 저도입형으로 분류할 수 있었고 기업성과는 균형도입형, 불균형도입형, 저도입형 순으로 높은 것으로 나타나고 있다. 본 연구는 의의는 다음과 같다. 첫째, 헌신형 인적자원관리의 구성요소들과 기업성과 간에는 유의한 정(+)의 관계가 존재하며, 헌신형 인적자원관리제도를 구성하는 요소들의 균형 도입을 통한 내적 적합성 향상이 기업성과 제고와 정(+)의 관련성을 가지고 있다는 점을 확인했다. 둘째, 헌신형 인적자원관리 시스템의 구성요소 및 균형 도입이 인적자원관리 성과, 조직성과, 재무성과 등의 전반적 기업성과에 효과성이 있음을 실증적으로 보여주었다.
Abstract
This study aims to investigate the impact of balanced adoption of three elements of competence, commitment, and opportunity on the firm performance. The research frame of this study is that high commitment HRM system as a bundles of various HRM systems comprises of those three elements of competence, commitment, and chance of participation. This study firstly set up a hypothesis of that the adoption of high commitment HRM systems would increase firm performance. Secondly, it hypothesizes that high commitment HRM system differs by the level of balances of the adoption of those three elements. When the balance of the adoption of those elements reaches optimal level, firm performance would be highest. On the other hand, when the adoption of the three elements lacks balance, the firm performance would be lower than the optimal balance level. Firm performance would be lowest for those which lacks in introduction of the three elements. The empirical result showed that commitment, competence, and chance of participation had positive relations to firm performance. High commitment HRM system has been classified according to the introduction of those three elements, and the three types of the system were identified. The first type was the system with balanced adoption of the three elements. The second type was the system with the adoption of only the two elements, commitment and chance of participation. The third type was identified as the system with the introduction of non of the three elements. The firm performance differ by each system. The first type was highest in firm performance. The second type was lower than the first type but higher than the third type. Lowest was the third type. This study was meaningful in that firstly, the empirical results confirms the views of universal approaches on the HRM system than the contingency approaches. The balanced adoption of HRM elements showed positive relations but moderation effects by those variables representing contingency views were not significant. Secondly, improvement of internal fits with balanced adoption of those elements of high commitment HRM system showed positive relations to firm performance. Thirdly, this study investigated the impact of high commitment HRM system and types of introduction not only on those of HRM performance, but also on those industrial relations performance, organizational performance, and financial performance. The empirical results showed that elements of high commitment HRM system and different types in adoption of those elements showed universal impact on both HRM performance and general firm performance.
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