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고령화-조직성과 관계에 있어 지식 전파 HR 제도의 역할- 지식경영 관점을 중심으로 -

The Moderating Roles of Knowledge-Transferring HR Practices in the Aging Workforce-Organizational Performance Relationship - From the Knowledge Management Perspective -

김성수|박지성
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2014.09|인적자원관리연구 (Journal of Human Resource Management Research)|제21권 제3호|pp. 173-196|DOI http://dx.doi.org/10.14396/jhrmr.2014.21.3.173

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참고문헌

키워드

고령화멘토링지식경영knowledge management조직성과CoPmentoringorganizational performanceOJT직무순환aging workforcejob rotation학습조직/동아리
주제분류경영학

초록

본 연구는 지식 경영의 관점에서 고령 인력이 조직에 갖는 의미에 대해 살펴보고 고령 인력들이 가진 지식과 경험, 연륜 등을 활용함으로써 조직이 고령화 시대의 이슈를 효과적으로 대체해 나갈 HR 방안을 모색해 보고자 한다. 이를 위해 고령화 관련 선행 연구 검토를 통해 고령화가 조직성과에 어떠한 영향을 주는지 살펴보았으며, 지식 경영 관련 문헌 연구를 바탕으로 그 동안 간과되어 왔던 지식 경영 관점에서 고령화가 지니는 의미에 대해 논의하였다. 이를 기반으로, 본 연구는 조직의 입장에서 고령 인력이 풍부한 지식과 다양한 경험 등을 다른 조직 구성원들과 해당 조직의 시스템으로 공유하고 전파할 수 있는 HR 방안들로 대인 관계적 지식 전파 제도(멘토링과 OJT)와 조직 구조적 지식 전파 제도(학습조직/동아리와 직무순환제도)로 구분하여 이 제도들이 고령화와 조직성과 간 관계에 어떠한 영향을 주는지를 실증하였다. 분석 결과, 고령화 비중 증가는 조직성과 하락과 관계가 있는 것으로 나타났으며, 대인 관계적 지식 전파 제도 중 멘토링과 조직 구조적 지식 전파 제도 중 학습조직/동아리가 고령화와 조직성과 간 관계에 있어 조절 효과를 가지는 것으로 나타났다. 이러한 결과를 바탕으로 지식 경영 관점에서 조직 인력 구조의 고령화에 대한 재평가가 필요하며, 고령화 이슈를 보다 적극적으로 대처하기 위해서 지식 경영 관점에서 고령 인력들이 가진 가치 있는 지식들의 조직 내 전파 방안에 대한 고민과 실행이 보다 요구된다는 점을 강조하였다.

Abstract

This paper intends to reevaluate aging workforce within the organizations from knowledge management perspectives and suggests several ways to effectively overcome aging issues by utilizing aging employees’ valuable assets such as knowledge, experience, and social ties. Based on systematic reviews of the aging, performance, and knowledge management literatures, we discuss the implications of aging workforce which remains unexplored from the viewpoint of knowledge management. Also, building on previous studies on aging issues and knowledge management, we propose four knowledge- transferring HR practices–interpersonal relation (mentoring and OJT) and organizational structure (communities of practice and job rotation). We statistically test the utilities of these practices in the workforce aging-organizational performance relationship through 405 firms in the HCCP datasets (2007 calendar year). Results showed that the proportion of the aging workforce was negatively related to organizational performance. In addition, mentoring of the interpersonal relation knowledge- transferring HR practices and CoP of organizational structure ones had statistically significant moderating effects. On the other hand, OJT and job rotation did not have any significant moderating roles in the aging- organizational performance relationship. More specifically, firm performance rather increases when the firms have mentoring or CoP even though the negative effect of aging workforce on firm performance; on the contrary, firm performance deteriorates drastically when the firms do not have such knowledge-transferring HR practices. These theoretical discussions and empirical results call for reevaluation of aged employees and proper ways to transform their valuable knowledge and experience into organizational assets.

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