earticle

영어

The fundamental nature of competition in lots of the world’s industries has been changing. The pace and speed of this change is relentless and is increasing. Even the boundaries of an industry has become confusing. Currently, conventional sources of competitive advantage, such as economies of scale and huge advertising investment, are not as effective as they were in the past. Even worse, the traditional managerial mind-set fails to lead a firm to strategic competitiveness. The conditions of the competitive landscape result in a perilous business world. Hypercompetition is a term often used to capture the realities of the current rivalries. It is a condition of rapidly escalating competition based on the quality of product or service, and competition to create new knowledge. Today more than ever, a firm’s competitiveness is strongly related to it’s human resource. For example, the shift to the learning organization, where everyone is engaged in making decisions and solving problems, requires more skillful and smarter workers. Thus, workforce is replacing capital as the critical scarce resource, and firms are being challenged to develop and maintain this valuable new competitive weapon. In this environment, some companies chose to increase extrinsic compensations such as wages, commissions, stock options, other financial benefits to attract and keep employees. However, as the workers’ expectation for financial benefit is increasing, firms have a difficulty to meet the level of compensation to which employees want to get paid. Government agencies, which typically pay well below market wages, find that they can hardly sustain and increase their employees’ expectation or satisfaction. As such, previous research for maintaining employees’ competitiveness have mainly focused on the importance of extrinsic compensation. However, little is known about how education or training a firm provides to its employees can be used to increase their job satisfaction or happiness. Building on previous literature of human resource management and development, this paper investigates the effect of various characteristics of human resource development on employees’ job satisfaction and happiness. we identify quantitative, qualitative, and varied characteristics as three critical components of education and training program in the course of human resource development. Data from a multi-informant survey conducted to 524 employee in Korean postal service show that education and training programs offered from an organization have significant effects on its employee job satisfaction and happiness. The results indicate that enough time and opportunity, high quality of program, various training method have a positive relationship with job satisfaction and happiness. This study also confirms that the effects of HRD programs on job satisfaction are moderated by employee’s task. This study highlights the importance of human resource development in terms of intrinsic compensation, and helps to explain individual discrepancies in job satisfaction and happiness.

한국어

고도의 지식정보화 사회 속에서 생존을 위해 치열한 경쟁을 펼치는 기업과 서비스 조직에서는 전문적이고 다양화된 서비스로 고객들과의 관계를 강화하는 쪽은 인적자원관리가 이루어져 왔다. 하지만 이러한 변화는 조직 구성원들에게는 반대로 새로운 직무 스트레스와 불만을 야기시키는 원인이 되었고, 이에 많은 연구들이 내부 조직구성원들의 직무만족과 행복감 향상에 관심을 가지기 시작했다. 하지만, 기존의 연구들은 외재적 보상을 통한 측면에서 연구되었지만, 많은 기업들이 현실적으로 시행하기에는 많은 제약이 따르고 있다. 이에 본 연구는 조직이 실시하는 교육훈련이 내부구성원들에 제공할 수 있는 내재적 보상의 일환이 될 수 있다는 가정 하에 교육훈련프로그램을 구성하는 주요 특성변수들을 파악하고, 이들이 내부 구성원들의 직무만족과 행복감에 영향을 미칠 수 있음을 실증적으로 보여주는 것이 주된 목적을 두고 있다. 구체적으로 본 연구에서는 다섯 개의 가설을 설정하였고, 국내 우정사업부 524명을 대상으로 통계적인 검증을 실시하였으며, 그 결과 교육훈련과정에서 학습시간, 교육의 질, 교육제도의 다양성이 높을수록 내부 구성원들의 직무만족이 높고, 직원들이 느끼는 행복감의 제고에도 기여할 수 있는 나타났다.