몰입형 HR 관행과 기업성과

Abstract

이 연구는 우리나라 기업을 대상으로 전 세계적으로 확산되고 있는 몰입형 HR관행의 구성요소를 확인하고, 몰입형 HR관행의 선행요인과 후행효과를 구분하여 분석함으로써, 몰입형 HR관행의 선행요인-몰입형 HR관행-기업성과의 연결경로를 파악하는 것을 목적으로 수행하였다. 실증적 모형에 입각한 본 연구의 실증분석 결과는 환경변수인 기술의 불확실성, 외국인 투자자의 경영참여, 전문경영체제 등의 기업지배구조 특성, 경영자의 인재중시 철학, 전사적인 정보관리시스템의 구축, 공격형 전략과 기업활동의 국제화, 노동조합의 결성 여부 등의 선행요인들이 모두 몰입형 HR관행의 도입과 발달에 영향을 주고 있음을 밝혔다. 그리고 몰입형 HR관행은 전략적 인적자원관리 분야의 핵심적인 주장 중 하나인 기업성과, 즉 총자산수익률, 투하자산수익률, 인당영업이익에 긍정적인 영향을 주고, 이직률의 감소에 매우 유익한 영향을 주고 있음을 보여 주었다. 이 연구는 주기적으로 인적자원관리나 인적자원개발 관행의 전반적인 변화 추세나 베스트 프랙티스를 조사하여 개선이 뚜럿하게 이루어진 기업의 경우 이에 상응하는 성과 개선이 일어났는지 분석할 것을 제안하였다. 또한 정부가 기업의 인적자원개발 지원 프로그램을 결정할 때, 기업 내·외부의 몰입형 HR관행의 촉진 및 저해요인을 파악하고, 다른 HR관행과의 상호연계성 및 상호보완성을 종합적으로 고려하여 지원을 고민할 필요가 있다는 분석결과의 해석을 제시하는 등 정책적 시사점을 제시하고 있다. ○ 주요내용 - 몰입형 HR관행에 관한 연구 모형 - 표본, 변수측정 및 기초통계 - 몰입형 HR관행과 기업성과에 대한 회귀분석

Modern companies around the world make tremendous efforts to achieve sustainable competitive advantage by building intangible assets such as patents, brand equities, customer and supplier networks, and human resources. As human capital is regarded as one of the most valuable strategic assets, human resource management practices that are believed to foster "the competitiveness of people" gain popularity among companies. In this study, we try to identify major factors of high commitment human resource management practices that have been disseminated among companies all over the world, investigate their antecedents and outcomes, and analyze empirically the relationship among the high commitment HR practices, their antecedents, and their outcomes measured by various financial performances. The results of this study are summarized as the following. First, our empirical analyses show that internal and external factors of the firms such as technological uncertainty, foreign investors' involvement in management, professional management system, HR committee in the board of directors, philosophy of top managers emphasizing talent management, company-wide IT infrastructure, prospector business strategy, internationalization of business operations, and the existence of union have a significant influence on the development of high commitment HR practices. This finding indicates that HR practices cannot evolve alone regardless of surrounding factors. Competitive environmental forces, advanced corporate governance, healthy labor-management relationship, top managers' intention to attract and retain talented employees, and the like are the favorable conditions that firms adopt high commitment HR practices. Second, high commitment HR practices have significant positive impacts on various financial performance measures such as return on investment, return on asset, and operational income per employee, and have a significant negative impact on turnover. Third, there is a partial evidence that high commitment HR practices had a mediating effect between the antecedents and firm performance. In all regression analyses, the effects of philosophy of top managers emphasizing talent management on firm performance become insignificant with the inclusion of high commitment HR practices in the equation. However, all the other variables of high commitment HR practices did not mediate the effect of antecedents on firm performance. Several policy implications are derived from our empirical findings. First, an adoption of new HRD or HRM practices for a firm may not prove to be effective, unless unique conditions surrounding a firm's HR practices are met. We suggest that when the high commitment HR practices of a firm are not developed, an effort must be made to improve the surrounding conditions. Second, we found that high commitment HR practices evolve as a "bundle." A notion of bundle or alignment inside HR system indicates that without supporting HRM practices, an introduction of HRD practices alone, no matter how much they have proven to be effective in other firms, does not guarantee the anticipated success. In this vein, the effect of government support for a specific HRD practice to be adopted by the firms is often limited. Third, policy makers must determine which group of firms will have the maximum benefit from government support. The effects of government support is large for the firms whose surrounding factors are positive and their HR practices inducing high commitment of employees are still not developed. On the contrary, the effects of government support is not large for the firms whose surrounding factors are negative and their HR practices are still not developed. Policy makers should take this factor into account when sorting out the priority of target firms to be supported.