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고성과작업시스템에 대한 종업원의 인지도가 종업원의 고객지향 영역초월행동에 미치는 영향에 관한 연구

Effects Of High Performance Work System On Customer Oriented Boundary Spanning Behavior

박용승|손윤근
한국인적자원관리학회 (Korean Academy Of Human Resource Management)|2011.06|인적자원관리연구 (Journal of Human Resource Management Research)|제18권 제2호|pp. 47-70

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참고문헌

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조직몰입organizational commitment고성과작업시스템high-performance work systemstakeholder management고객지향 영역초월행동이해관계자 경영(stakeholder management)customer oriented boundary spanning behavior
주제분류경영학

초록

본 연구는 고성과작업시스템이 서비스산업에서 고객점점 종업원의 고객지향 영역초월행동(Customer Oriented Boundary Spanning Behavior)에 미치는 영향을 실증 분석하였다. 그간의 고성과작업시스템에 관한 연구가 주로 제조업 분야에서의 조직성과에 미치는 영향을 중심으로 이루어진 것과 달리, 본 연구에서는 서비스산업에서 전체 조직성과에 결정적인 영향을 미치는 현장서비스 종업원의 서비스 품질에 대한 효과를 분석함으로써, 특히 脫산업화 지식기반경제 환경에서의 고성과작업시스템의 새로운 역할과 기능에 대해 모색해 보았다. 본 연구는 고성과작업시스템을 참여기회, 동기부여 및 보상, 그리고 교육훈련 등 세 가지 차원으로 구분하였다. 그리고, 이들의 종업원 조직몰입에 대한 긍정적인 효과를 통해 궁극적으로 외부대표 행동, 내부영향 행동, 그리고 서비스실행 행동 등 세 가지 차원으로 구분되는 종업원의 고객지향 영역초월행동에 긍정적인 영향을 미칠 것으로 가설을 설정하였으며, 선행연구를 중심으로 각 가설의 이론적 근거에 대해 논의하였다. 본 연구가 2010년에 수행한 우리나라 네 개 은행 소속 직원 1,210명을 대상으로 한 설문자료를 분석한 결과, 고성과작업시스템에 대한 종업원의 인지도와 종업원의 정서적 조직몰입과의 긍정적 관계는 대체로 지지되었다. 그리고 종업원의 정서적 조직몰입과 고객지향 영역초월행동과의 긍정적 관계는 전반적으로 지지되었으나, 고성과작업시스템에 대한 종업원의 인지도와 고객지향 영역초월행동과의 긍정적 관계는 부분적으로만 지지되었다. 고성과작업시스템이 고객지향 영역초월행동에 대해 긍정적인 효과를 가진다는 본 연구의 결과는 기업의 주요 외부 이해관계자인 고객과의 관계관리에서 내부 이해관계자인 종업원의 자발적인 참여가 매우 중요함을 의미한다. 이는 또한 최근 논의되고 있는 이해관계자 경영 패러다임(stakeholder management paradigm)의 진정성 있는 실천과정에서 고성과작업시스템이 가지는 전략적 중요성을 시사한다.

Abstract

This study empirically tested the impacts of High-Performance Work System(HPWS) on worker commitment and ultimately on employees' customer oriented boundary spanning behavior(COBSB) in service industry. We noted that customers' intimate contact with employees' service quality plays a critical role in organizational performance especially in the service sector such as banking industry, and this employee-level (stakeholder oriented) performance has been generally neglected in the literature. As three major components of HPWS, we analyzed each effect of i) employee participation in decision-making, ii) employee participation in financial return, and iii) investment in training and education on worker commitment and ultimately on COBSB; we further differentiated COBSB into three components of i) external representation behavior, ii) internal influence behavior, and iii) service delivery behavior. Based on the survey data which was conducted against 1,210 employees in four major banks in Korea, a series of multi-variate regression analysis was used to examine the hypotheses of this study. Empirical results of this study generally supports the positive relationships among HPWS, worker commitment, and COBSB. The relationships between i) HPWS and organizational commitment, and ii) HPWS and COBSB were partially positive, while the positive relationship between organizational commitment and COBSB was entirely supported with the statistical significance. Unlike most previous studies on HPWS which have focused on internal organizational efficiency and internal stakeholder (i.e., employee) attitude, findings of this study implies that effects of HPWS may expand to external stakeholder relationship, which provides an important direction in the literature of human resource management with the perspective of strategic stakeholder management paradigm.

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