韓國企業의 新勞使文化 定立에 관한 實證的 硏究 = (An) Empirical study on the establishment of new labor-management culture in in korean business

다국어 초록 (Multilingual Abstract)

If the enterprise in Korea develop the recognition, the convention and the system and positively substitute New Labor-Management Culture for labor-management relationship, Korea could be the knowledge powerful nation at 21c knowledge information age.
The new economic paradigm in 21 century needs to establish new labor-management culture.
Through this alteration, the purposes of this study are below:
First, what create the the factors of forming new labor-management culture in the enterprises selected as advanced leader company of cooperating labor-management and contribute the meaning of labor-management through analysing. Second, this paper analyse that partnership of labor-management relationship can be effected to new labor-management culture. This paper contribute that established win-win for labor-management relationship and upgrade the quality of the of labor-management relationship.
The method and the range of this study is made with the factors of new labor-management culture focused on new labor-management culture advanced leader company. 461 informed materials from 3 enterprises around Kwang-Ju and Jun-Nam areas were collected and analyzed for the management styles based on LSI(Life Styles Inventory). The statistic analysis uses Factor Analysis, Regression Analysis and ANOVA Analysis.
In this paper, the main stream about study of labor-management relationship is considered to traditional style study, systems approaching study and behaved-scienced approach study.
The most pointable character of labor-management relationship in Korea was allelomorphism out of other things: But now a days, the new paradigm which transforms accompanied relationship from opposite one is forming with the new concept in labor-management relationship.
Former papers were focused on the problems in labor-management relationship in Korea. But this paper, it is interested in how to build new labor-management culture tested by advanced leader company to show modeling.
The hypothesis is below:
H1: the management style affects new labor-management culture.
H1-1 the constructive style gives positive effect.
H1-2 the passive/defensive style leads negative effect.
H1-3 the aggressive/defensive style forces negative effect.
H2: The effect by the management style is depended on size of the enterprise.
H3: The effect by the management style is depended on the working years.
H4: The effect by the management style is depended on the age.
H5: The effect by the management style is depended on the scholarship.
H6: The effect by the management style is depended on the sex.
The summery of these hypothesis are below:
First, the management styles are composed on 3 different styles; the constructive style, the passive/defensive style and the aggressive/defensive style. Second, it is depended on the recognition by each enterprise. For example, the constructive style significant all 3 enterprises(P < .05). Third, the management style brought the different result by sex, age, scholarship and working year. Fourth, the recognition of the new Labor-Management culture shows the high enough number at all of sex, age, scholarship and working year. Fifth, the constructive style and aggressive/defensive style significant for the management style. Humanistic-encouraging, approval and affinitative were counted out of 12 attitude factors. Sixth, by the result from the analysing the difference of the effects to New Labor-Management Culture, A enterprise significant affinitative, A and B enterprises with conventional, B and C enterprises with humanistic-encouraging, C enterprise with perfectionistic. Seventh, the management style is affected to establish new labor-management culture by sexual differentiation.
These results support this study hypothesis and prove the propriety of advanced leader company in labor-management relationship by Labor Cabinet. Therefore, here are the plans for new labor-management culture cored on the results showed above are below:
First, which the differentiative recognition of the labor-management relationship shows bigger distinction at the constructive style and aggressive/defensive style means that achievement, self-actualizing, humanistic-encouraging and affinitative are the most important variables. These pure human elements can be developed the different recognitions of labor-management relationship. For that, better working condition with easier communication system and human interests, better participating management system for decision making and purpose setting and opening management are needed. Second, management style affect new employee younger than 30 years old for new labor-management culture. Enterprise needs to accept the request and opinion from them and understand their trends. Third, it is needed to reduce the difference between labor and management by conversation and corporation. Fourth, both labor and management need to remind what is the main purpose and have competitive ability. Then, the leadership program from advanced countries needs to introduce for new labor-management culture. Last, to establish the better labor-management relationship, recognition of cooperation is needed. Especially government and users need to change the recognition for new labor-management culture.
This paper has certain point views as below:
First, this paper tried to view the solutions for how to reduce the gap existed in labor-management relationship and how to develop the quality of labor-management culture by modeling of the new labor-management culture advanced leader company. Second, it proved the importance of introducing labor-management cooperating program for new labor-management culture. Third, it shows what the important variables like sex, age, scholarship and working experience are and how those are affected to establish the new paradigm. Fourth, this paper has the tool for appropriated labor-management culture based on the thoughts of humanistic and corporative organizational climate.
Of course, this paper has certain limits for next essay.
First, it modeled only three enterprises and all of them are around similar Second, the results are not enough to activate in real just like former Also, it has the limitation to compare the other enterprises unproved For the last, LSI needs to improve the areas. papers. by government as advanced company. analyzing skills based on the business mind.
With covering these limitation, the next paper will bring the better solution for better paradigm in labor-management culture in Korea.

목차 (Table of Contents)

• 목차 = ⅰ
• ABSTRACT = ⅶ
• 제Ⅰ장 서론 = 1
• 제1절 문제 제기 및 연구의 목적 = 1
• 제2절 연구의 방법 및 범위 = 3
• 제Ⅱ장 한국기업의 노사관계에 관한 고찰 = 5
• 제1절 노사관계의 개념 및 특성 = 5
• 1. 노사관계의 개념 = 5
• 2. 노사관계의 특성 = 6
• 제2절 노사관계의 유형 = 8
• 1. 전제적 노사관계 = 8
• 2. 투쟁적 노사관계 = 9
• 3. 온정적 노사관계 = 9
• 4. 참여·협력적 노사관계 = 10
• 제3절 노사관계 발전의 주요과제 = 10
• 1. 노사관계의 여건변화에 대한 인식 = 10
• 2. 한국기업의 노사관계의 문제점 = 12
• 3. 한국기업의 노사관계의 발전과제 = 16
• 제Ⅲ장 노사관계의 행동과학적 접근과 신노사문화 = 19
• 제1절 노사관계의 행동과학적 접근 = 19
• 1. 전통적 연구 = 21
• 2. 시스템적 접근 = 22
• 3. 행동과학적 접근 = 24
• 제2절 신노사문화 창출의 방향과 과제 = 27
• 1. 신노사문화 = 27
• 2. 신노사문화 창출의 방향 = 31
• 제3절 신노사문화의 환경 = 38
• 1. 세계화와 무한경쟁 = 39
• 2. 지식사회화 = 39
• 3. 민주화 = 40
• 4. 신근로계층의 등장 = 41
• 제4절 신노사문화 우수기업 사례분석 = 42
• 1. 신노사문화 우수기업 심사기준 (안) = 43
• 2. 新노사문화의 우수기업 사례 = 46
• 3. 근로자측 = 50
• 4. 사용자측 = 51
• 5. 정부측 = 53
• 제Ⅳ장 연구의 모형 및 가설 설정 = 55
• 제1절 문제의 도출 = 55
• 제2절 연구의 모형 = 56
• 제3절 연구의 가설 = 58
• 제4절 변수의 조작적 정의 = 59
• 1. 건설적 스타일 (Constructive Styles) = 59
• 2. 수동적 방어스타일 (Passive/Defensive Styles) = 60
• 3. 공격적 방어스타일 (Aggressive/Defensive Styles) = 62
• 4. 신노사문화 (New Labar-Management Culture) = 63
• 제Ⅴ장 실증적 분석 및 논의 = 64
• 제1절 자료분석방법 = 64
• 1. 자료 = 64
• 2. 자료분석 = 66
• 제2절 가설검증 및 분석 = 90
• 1. 가설 Ⅰ의 검증 = 90
• 2. 가설 Ⅰ-1의 검증 = 92
• 3. 가설 Ⅰ-2의 검증 = 93
• 4. 가설 Ⅰ-3의 검증 = 95
• 5. 가설 Ⅱ의 검증 = 96
• 6. 가설 Ⅲ의 검증 = 98
• 7. 가설 Ⅳ의 검증 = 99
• 8. 가설 Ⅴ의 검증 = 100
• 9. 가설 Ⅵ의 검증 = 101
• 제3절 분석의 요약 및 논의 = 102
• 1. 경영진의 관리스타일에 대한 인식 = 102
• 2. 신노사문화의 요인에 대한 인식 = 105
• 3. 경영진의 관리스타일이 신노사문화에 미치는 영향 = 107
• 제Ⅵ장 결론 = 109
• 제1절 연구의 요약 및 결론 = 109
• 제2절 연구의 시사점 및 한계 = 112
• 參考文獻 = 114
• 設問紙 = 119