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경제적 HRM 시스템과 사회적 HRM 시스템이구성원의 태도와 행동 및 조직의운영역량에 미치는 영향 - 시스템 간의 정합성 효과를 중심으로 -

The Effect of the Social and Economic HRM Systems on the Organizational Outcome - Congruence between the two HRM Systems -

김건식
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2021.09|인적자원관리연구 (Journal of Human Resource Management Research)|제28권 제3호|pp. 51-87

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참고문헌

키워드

response surface analysis반응표면분석사회적 HRM 시스템경제적 HRM 시스템구성원의 태도 및 행동조직 운영역량정합성 효과형성적 모형social hrm systemeconomic hrm systemattitude and behavioroperational capabilitycongruence effectformative measure
주제분류경영학

초록

본 연구는 서로 다른 철학적 관점과 지침원리에 근거한 사회적 HRM 시스템과 경제적 HRM 시스템이 구성원의 태도와 행동 및 조직의 운영역량에 미치는 영향을 분석하였다. 한국직업능력개발원에서 조사하는 인적자본패널(HCCP)의 2007년-2017년 원자료를 이용하여 분석한 결과 첫째, 사회적 HRM 시스템은 구성원의 태도와 행동 및 조직의 운영역량에 긍정적인 효과가 있음을 확인하였으나 경제적 HRM 시스템의 조직 운영역량에 관한 효과는 확인되지 않았다. 둘째, 사회적 HRM 시스템이 태도와 행동 및 운영역량에 미치는 효과는 경제적 HRM 시스템의 효과보다 크다는 증거를 발견하였다. 셋째, 사회적 HRM 시스템과 경제적 HRM 시스템 간의 정합성 효과는 발견되지 않았다. 즉, 사회적 HRM 시스템 및 경제적 HRM 시스템의 수준이 일치하는 경우가 어느 한쪽의 시스템 수준이 높거나 낮은 경우보다 조직 성과에 미치는 영향이 크지 않음을 확인하였다. 넷째, 사회적 HRM 시스템 수준과 경제적 HRM 시스템 수준이 모두 낮은 경우보다 두 시스템 수준이 모두 높은 경우에 조직 성과에 미치는 긍정적 효과가 더 높음을 실증하였다. 본 연구 결과는 사회적 HRM 시스템이 구성원의 기량을 향상시키고 동기를 부여하며 새로운 직무기회를 제공하는 실무관행을 통해 구성원의 태도와 행동 및 조직의 운영역량에 긍정적인 효과가 있음을 의미한다. 반면, 구성원 간의 경쟁을 기본 원리로 삼아 인적자본을 갖춘 스타인재를 확보하고 개인적인 인센티브를 통해 동기를 부여하는 경제적 HRM 시스템만으로는 조직 성과의 향상에 한계가 분명함을 시사한다. 또한, 사회적 HRM 시스템의 실무관행 간에는 상보적인 시너지 효과를 기대할 수 있지만, 경제적 HRM 시스템 내에서는 이와 같은 시너지 창출이 어려움을 암시하고 있다. 사회적 HRM 시스템이 경제적 HRM 시스템보다 효과가 높을 뿐만 아니라 두 HRM 시스템 간의 정합성 효과는 기대하기 어렵다는 본 연구의 결과는 이론적, 실무적 관점에서 증거 기반의 HRM 시스템을 구축하려는 기업에 중요한 시사점을 제공하고 있다.

Abstract

This study analyzes the effect of social and economic HRM systems, which are based on different philosophical perspectives and guiding principles, on the employee’s attitudes and behavior and operational capabilities. The panel survey data from 2007 to 2107 of the Human Capital Corporate Panel(HCCP), which was conducted by the Korea Research Institute for Vocational Education and Training(KRIVET), was used to examine the effects of the two contrasting HRM systems. This paper adopted the random effects panel regression model and response surface analysis to examine the congruence effects between the two HRM systems. First, the results showed that the social HRM system has a positive effect on the employee’s attitudes and behavior and operational capabilities, but the economic HRM system had independent and additive effects on the employee’s attitudes and behavior and operational capabilities. Second, this study found evidence that the effect of social HRM systems on the attitudes and behavior and operational capabilities is greater than that of economic HRM systems. Third, no congruence effects have been found between the social and economic HRM systems. That is, this paper confirmed that the effects of the social and economic HRM systems where the levels of the two HRM systems were matched did not always have a greater impact on organizational outcome than the effects where the either HRM system's level is higher or lower. Fourth, this research demonstrated that the positive effects on organizational outcome are higher where the both HRM system levels are higher than where the both social and economic HRM system levels are lower. That is, the social HRM system increases the attitudes and behaviors of employees and operational capabilities by improving their skills, facilitating motivation, and providing new opportunities. On the other hand, the economic HRM system, which is based on individual incentives, competition among employees, and hiring star talents showed clear limits in boosting organizational outcomes. The results that the social HRM systems are more effective than economic HRM systems and the two HRM system ar not congruent provide significant implications for firms to build evidence-based HRM systems from a theoretical and practical point of view.

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