인적자원관리 시스템 유형분류와 유형별 조직성과의 차이 (Human Resource Management System Classifications and its Effect on Organizational Performance in Korea: A Typological Approach)

서지정보

· 발행기관 : 한국경영학회
· 수록지 정보 : 경영학연구 / 38권 / 3호 / 737 ~ 771페이지
· 저자명 : 김윤호, 한수진, 박오원

초록

인적자원관리 시스템과 기업성과간의 관계를 분석한 많은 연구들이 발표되고 있지만 인적자원관리 시스템의 다양한 유형에 대한 연구는 부족한 편이다. 즉, 기존의 연구들은 단편적, 부분적인 기준을 가지고 인적자원관리 시스템의 유형을 구분하였으며 통합적인 관점에서의 접근이 미흡하다. 이와 함께 인적자원관리 시스템 유형이 다양한 조직성과에 미치는 효과를 파악하는 연구는 많지 않은 상황이다. 본 연구에서는 이론적으로 제안한 네 가지 인적자원관리 시스템 유형(헌신형, 스타형, 가부장형, 통제형)의 존재양식을 실증분석을 통해 파악하고, 각 시스템 유형별로 조직성과(자발적 이직률, 재무적 성과, 제품혁신 성과)에 어떠한 차이를 보이는지를 분석하였다. 먼저 인적자원관리 정책이나 제도를 연속형 변수와 범주형 변수로 구분한 후 군집분석을 통해 분석한 결과 이론적으로 제안한 네 가지 유형이 실제 존재함을 확인하였다. 또한인적자원관리 시스템의 네 가지 유형과 조직성과간의 관계는 시스템 유형에 따라 조직성과의 차이가 상이함을 확인할 수있었다. 즉, 자발적 이직률에 관하여는 통제형과 스타형이 가부장형과 헌신형에 비해 높았으며, 제품혁신의 정도는 헌신형, 스타형, 가부장형, 통제형의 순서로 나타났다. 재무적 성과 측면에 있어서는 헌신형과 스타형이 가장 높고 다음은 가부장형, 그리고 통제형이 재무적 성과가 가장 낮은 것으로 확인되었다. 이를 통해 인적자원관리 시스템 유형에 따라 조직성과에 미치는 효과가 상이함을 알 수 있었다. 또한 추가 분석을 통하여 인적자원관리 정책 및 제도들로 구성된 범주형변수들이 인적자원관리 시스템의 유형을 분류하는 데 중요한 기준으로 작용하고 있음을 확인할 수 있었다.

영어초록

The previous studies have focused mostly on the relationship between the human resources management systems and the firm performances. They have showed that human resource management (HRM) system is positively related to organizational performance. However, only few studies have attempted to find out various types of human resource management system.
Since the previous studies have classified the types of HRM systems according to the partial and fragmented criteria, more integrated approaches are in needs to be taken to classify HRM systems. Furthermore, not many studies trying to prove the relationship between the various types of HRM systems and the various types of firm performance (i.e., turnover rate, innovative performance, and financial performance) have been done so far.
The purpose of this study is to classify firms according to theoretically identified HRM systems, commitment type, star type, paternalistic type, and control type. It tries to show how the different types of HRM systems are related to various types of firm performances.
To classify HRM systems, this study employed the approach with two dimensions - ⅰ) the mode of human existence in an organization(individual-relational continuum), and ⅱ) the control mechanism(authority-autonomy continuum) -based on the previous studies.
This study used the data from the Workplace Pannel Survey(WPS) 2005 of the Korea Labor Institute. The WPS 2005 received the responses from managers in charge of the human resource departments at 1,905 Korean establishments. Out of 1,905, the 931 samples from manufacturing and service industry, and union and nonunion firms with more than 50 employees were used in this study. To find out the characteristics of HRM systems, this study used two-step cluster analysis in SPSS, and to compare the level of organizational performance among these HRM systems ANOVA and MANCOVA were used.
The empirical results showed that HRM systems were classified into commitment type, star type, paternalistic type and control type as expected. We also found out the levels of organizational performance were significantly different among these four types of HRM systems.
Both commitment type and paternalistic type were associated with lower levels of turnover rate than star and control type. Innovative performance was highest in the commitment type, next highest with star type and next highest with paternalistic type. Innovative performance was lowest under control type. In terms of financial performance, both commitment type and star type were superior to the other types of HRM system. Financial performance was lowest under control type. From these results, we concluded that most of our hypotheses were supported. We also found that categorical variables composed of HRM policies and practices were very useful for the analysis of HRM classifications.
These findings help us to enrich the understanding of HRM systems and provide valuable practical implications to HRM managers. This study empirically proved the theoretical foundation in that the firms with the commitment type of HRM system achieve better performance than the other types of HRM system. The commitment HRM system influences more positively firm performance than the others since it stresses both relational and autonomous orientation.
Secondly, this study made a step forward methodologically. The two step clustering technique used in this study included both continuous and categorical variables, which made it possible to classify HRM systems effectively. Furthermore, with the HOMALS this study discussed how a particular HRM system is related to individual HR practices. The commitment HRM system, for example, has special features such as small group activities, suggestion program, multi-skill training, and higher wage level. The star system has pay system based not on seniority but on competence, performance related weeding-out and pay differentiation system, merit pay, and exceptional promotion. The paternalistic system retains seniority based pay and non differentiated wage level.

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