A Study on the Effects of Social Entrepreneurship on Human Resource Management System and Organizational Performance
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The main results of this study on the relationship between the perceived social entrepreneurship, which are members of social enterprise organizations, on the human resource management system and organizational performance are as follows. First, as a result of confirming the influence relationship between hypothesis 1, social entrepreneurship and organizational performance, social entrepreneurship showed a positive (+) influence relationship on organizational performance, so Hypothesis 1 was adopted. Second, Hypothesis 2 was adopted as the positive relationship between social entrepreneurship and the human resource system, which is Hypothesis 2, was analyzed to be statistically significant. Third, Hypothesis 3 was adopted as it was statistically significantly analyzed for the human resource management system, which is Hypothesis 3, and the economic and social performance, which are organizational performance. In other words, in order to vitalize the sustainability management system of social economy organizations, the importance of establishing institutions and reestablishing organizational culture that can systematically demonstrate the social entrepreneurship inherent in organizational members has emerged. In addition, organizational performance should be improved through the advancement of a practice-oriented human resource management system in which social entrepreneurship can be demonstrated. To this end, the need for the establishment of various strategic human resource management systems considering the organizational characteristics and the continuous execution of the executives and those in charge of HRM job performance was required.
Abstract
The main results of this study on the relationship between the perceived social entrepreneurship, which are members of social enterprise organizations, on the human resource management system and organizational performance are as follows. First, as a result of confirming the influence relationship between hypothesis 1, social entrepreneurship and organizational performance, social entrepreneurship showed a positive (+) influence relationship on organizational performance, so Hypothesis 1 was adopted. Second, Hypothesis 2 was adopted as the positive relationship between social entrepreneurship and the human resource system, which is Hypothesis 2, was analyzed to be statistically significant. Third, Hypothesis 3 was adopted as it was statistically significantly analyzed for the human resource management system, which is Hypothesis 3, and the economic and social performance, which are organizational performance. In other words, in order to vitalize the sustainability management system of social economy organizations, the importance of establishing institutions and reestablishing organizational culture that can systematically demonstrate the social entrepreneurship inherent in organizational members has emerged. In addition, organizational performance should be improved through the advancement of a practice-oriented human resource management system in which social entrepreneurship can be demonstrated. To this end, the need for the establishment of various strategic human resource management systems considering the organizational characteristics and the continuous execution of the executives and those in charge of HRM job performance was required.
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