earticle

영어

The purpose of this paper is to investigate the effects of HRD on organization performance. In particular organization change is expected to moderate the relationship between HRD and organization performance. To test the hypotheses, Human Capital Panel Survey(HCCP) Data were used for this study. Three hundreds sixty nine companies from manufacturing industry were included due to the comparabilities among companies excluding financial and services industries. The results show that the degree of implementing HRD programs by organizations has a positive, significant impact on organization effectiveness measured by employees’ job performance, labor productivity, corporate image, work motivation, and low turnover intention. The opportunities which employees participate in HRD programs provides knowledge and skills which need to perform their works, and in turn lead enhanced individual performance. Employees who are trained and learned can contribute organizational performance. Thus, employees perceive which the organization regards them valuable and non-substitutable resources when they have more chances to engage in HRD programs or learning opportunities. External stakeholders may also hold positive attitudes toward the companies because they evaluate the companies more competitively when the investments on human resources create better outcomes. Company’ interests and investments on HRD send potential labor force positive messages because potentials prefer to work the companies where they can be advanced through their works and learning opportunities given by their future companies. Among the control variables, comparative benefit against other companies has a significant impact on all of the organization effectiveness variables. The results of moderating effect reveal that when the organizations implement more organization change, the impact of HRD programs lessens on the organization effectiveness. The results of the study provide some implications. First, it has been pointed out as lackness that most study has analyzed the effect of individual HRD program rather than the complete HRD systems or application. In order words, previous study has not examined the overall degree of HRD programs application which caused difficulties to understand how oveall HRD systems or programs contribute organization performance. HRD systems and programs are dependent on companies’ business strategy as well as HRD strategy. Companies can make the best composition among various HRD programs. It may lead incomplete conclusion when research analyzes the effectiveness of individual HRD program. For example, the companies where provides employees tuition reimbursement for graduate school enrollment in foreign country was only seventeen companies. Second, this study address the effects of organization change on the relationship between HRD and organization performance. The results imply that the current HRD systems and programs in Korean companies do not meet the strength and speed of organization change so HRD systems and programs need to be redesign and redeveloped to satisfy the requirements which came from internal and external changes. Third, the level of HRD systems and programs are various according to companies’ strategy, products, services, and competency. In terms of strategic HRD (Gilley and Maycunich, 2000), companies need to develop their HRD systems considering three factors of learning, performance, and change. However, the results of study found that HRD systems and programs among Korean companies have paid more attention to learning and performance rather than changes. HRD systems and progrmas are not well planned and structured to cope with the ever-changing organization changes. The results request that organizations consider the quality of HRD as well as the quantity of it.

한국어

본 연구는 기업의 인적자원개발(human resource development: HRD)의 투자가 조직성과에 미치는 영향력을 검증하였다. 특히 이들 관계에서 조직변화의 조절효과에 주목하였다. 본 연구를 위한 자료는 2011년 인적자본기업패널조사(Human Capital Corporate Pannel Survey: HCCP)를 사용하였다. 분석에 포함된 기업들은 제조업으로 한정하였다. 산업에 따라 산출되는 제품 및 서비스의 차이는 기업의 경영환경과 시스템에 차별적인 영향을 미칠 수 있다는 점을 고려하였다. 최종적으로 369개 기업수준의 자료가 포함되었다. 가설 검증을 위해 HRD 프로그램 16개 유형의 실시 여부와 실행정도를 합산하여 해당 기업의 HRD 프로그램 활용정도를 산출하였다. 직접효과가설을 검증하기 위해 실시된 회귀분석의 결과는 기업의 HRD 프로그램 활용정도는 모든 결과변수(직원의 직무능력, 노동생산성, 회사의 이미지, 직원의 의욕, 직원의 이직방지)에 유의한 영향을 미치는 것으로 나타났다. 특히 노동생산성 향상, 회사 이미지 개선, 직무능력향상의 순으로 영향력이 크게 나타났다. 통제변수로 활용된 기업의 규모, 기업의 유형, 직원에 대한 복지 혜택 중에서 복지 혜택의 정도는 모든 결과 변수에 유의한 영향을 미치는 것으로 나타났다. 둘째 조직변화 정도가 HRD 프로그램의 활용정도가 조직성과에 미치는 영향에 조절효과를 가지는 지를 확인한 결과를 보면, 모든 관계에서 부(-)적인 조절효과를 보이는 것으로 나타났다. 이는 HRD 프로그램이 조직성과에 긍정적인 영향을 미치지만 조직변화의 정도가 크면, 그 효과가 감소한다고 할 수 있다. 이러한 결과를 볼 때, 기업에서 실시하고 있는 HRD 프로그램이 조직변화를 충분히 반영하지 못하고 있다는 점을 보여주고 있다.