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서균석(Kyun Suk Suh),김태형(Tae Hyung Kim),김도형(Do Hyung Kim) 영남대학교 산경연구소 2008 영상저널 Vol.1 No.1
최근 노동시장을 둘러싼 환경의 변화로 인하여 종업원 개개인은 핵심역량을 보유한 인재가 되기 위해 경력개발을 중요시하고 있다. 경력개발과 관련하여 종업원들이 직면하고 있는 문제는 개인의 경력욕구가 자신이 소속되어 있는 조직에서 충족되어질 수 없다는데 있다. 이러한 환경변화에 대응하지 못할 경우, 조직의 경력관리는 구조적, 내용적 정체 현상에 직면하게 된다. 이러한 상황에 직면하면 종업원은 직무에서 오는 만족감이 현저하게 저하되어 조직에 대한 소속감과 생산성이 낮아지게 된다. 또한 결근률 및 스트레스가 증가함으로써 이직을 생각하게 된다. 경력정체(career plateau)에 관한 선행연구에 따르면, 4가지 유형 즉 객관적(objective), 주관적(subjective), 내용적(contextual), 구조적(constructional) 형태로 구분된다. 내용적 및 구조적 정체가 이직의도(turnover intention)에 미치는 영향은 경력정체를 강하게 느끼면 느낄수록 이직의 도에 강한 긍정 영향을 미친다는 것이다. 따라서 개인의 경력정체 현상을 극복하여 이직의도를 감소시킬 수 있는 효율적인 인적자원 관리방안을 제시하고자 한다. Career development is more important for employees to be core competent ones in the recent labor market affected by working environment. Regarding to career development, the employee cannot satisfy their needs with the career development program (CDP) in their organization. If the organization cannot satisfy their needs, the career management of organization gives the constructional and contextual career plateau to some employee. Therefore the employee encounter job dissatisfaction and turnover intention, at last productivity fail for the organization. The previous career plateau studies categorize the four items, which is the objective, subjective, contextual, and constructional career plateau. The contextual and constructional of career plateau has strong negative effect on the turnover intention. On summary, the effective human resource management (HRM) methods will reduce the turnover intention by providing means to mitigate the career plateau.
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고령노동력의 활용성 증대를 위한 인적자원관리의 개선방향
서균석(Suh, Kyun-Suk) 글로벌경영학회 2015 글로벌경영학회지 Vol.12 No.4
저출산이 지속되고 고령 인구의 비중이 갈수록 증대함에 따라 고령자의 노동력 활용은 국가적인 중요한 과제이다. 저출산·고령사회에서의 성장동력 확보를 위해 고령자의 잠재된 인적자원의 노동력을 효율적으로 활용할 수 있는 방안을 다각도로 강구해 나가야 한다. 본 연구는 고령자의 인적자원을 국가적으로 중요한 생산자원으로 간주하고, 효율적으로 활용하기 위하여 선진국사례를 종합분석한 후 네 가지 인적자원관리의 개선방향을 아래와 같이 제시 한다. 첫째, 고령자의 인적자원을 효율적으로 활용하기 위한 기반이 구축되어야 한다. 고령사회에 대비한 가장 중요한 정책은 고령친화적인 일자리를 창출하는 것이다. 고령친화적인 일자리 창출은 고령자의 적성에 적합한 산업과 직종을 개발하여 고령노동력을 효율적으로 활용해야 한다. 둘째, 고령자의 인적자원을 효율적으로 활용하기 위한 직업능력개발 및 평생학습체계가 구축되 어야 한다. 고령자의 직업능력개발 프로그램은 고령자들 개개인의 욕구와 전문적인 욕구에 따라 개별화된 맞춤형 프로그램이 개발되고 양질의 근로능력을 장기간 활용할 수 있는 평생학습체계가 정착되어야 한다. 셋째, 고령자의 인적자원을 효율적으로 활용하기 위한 임금체계가 개편되어야 한다. 연공적 성격이 강한 임금체계는 고령자의 임금수준을 높이는 경향이 있는 반면에 고령자의 고용기피 현상도 나타나고 있다. 임금피크제는 일정한 효과를 거둘 수 있지만 영속적인 보상관리가 될 수 없다. 생산성과 수익성에 따라 변하는 임금체계 개편이 되어야 한다. 넷째, 고령자의 인적자원을 효율적으로 활용하기 위한 고용연장제도가 시행되어야 한다. 연령이 채용이나 해고의 기준이 되는 관행은 버리고 능력이나 생산성에 따라 고용관리와 보상관리가 이루어지는 기업문화를 형성해 나가야 한다. 이미 고령사회에 진입한 선진국에서 시행되고 있는 연령차별금지제도를 법제화 할 필요가 있다. 앞으로 이 분야에 대한 사례연구 및 실증연구를 통해 우리나라의 사회경제적·문화적 환경에 적합한 고령자 인적자원관리 전략을 제시할 수 있는 추가적인 연구가 필요하다. With the continuance of low birthrates and growth of aged population, utilizing aged man-power has become an important national task. In order to secure growth engines in societies with low birthrates and aging, ways to efficiently utilize the latent human resource of aged man-power need to be devised from various angles. In this study, four directions on improving human resource management are suggested as below after the overall analysis of advanced countries cases considering the human resource of aged people as an important national resource of production in order to be used efficiently, First, the foundations for efficient use of the human resource of aged people need to be established. The most important measure in preparing for the aged society is creating jobs that are aged-friendly. Creating aged-friendly jobs needs to efficiently utilize aged man-power by developing industries and types of occupations that are suitable for the aptitude of aged people. Second, vocational man-power development and lifelong learning systems need to be established in order to efficiently utilize the human resource of aged people. Vocational man-power development programs need to be customized in accordance with the personal and professional desires of each aged individual, and lifelong learning system which can utilize highly accomplished working ability for long term needs to become established. Third, the wage structure needs to be reorganized in order to efficiently utilize the human resource of aged people. Wage structures which rely heavily on seniority have a tendency that increases aged people’s wage level. As a result of this, the phenomena that avoids employing aged people has arisen. The wage-peak system can be somewhat effective, but it can not be the perpetual method for managing compensation. Reorganizing the wage structure needs to be closely connected with productivity and profitability. Fourth, the extension of retirement the age system needs to be implemented in order to efficiently utilize the human resource of aged people. The practice of using age as the criterion for recruitment or dismissal needs to be discontinued, and in its place a corporate culture in which employment and compensation management are accomplished in accordance with each individual’s ability or productivity should be formed. The aged discrimination act that has been implemented in advanced countries, which have already entered into aged society, needs to be legalized. Further research is needed through case studies and empirical studies in this field; evidence from this research can suggest strategies of managing the human resource of aged people in ways which are suitable for the socioeconomic and cultural environment of Korea.
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서균석 安東大學 1983 安東大學 論文集 Vol.5 No.1
The worker participation has been attached the great importance in the industrial relations after establishing the Joint Labor-Management Conference Law at the end of 1980. At prpresent, the systems of worker participation are spreded widely not only in the advanced capitalist nations, but also in the developing countries and the socialist states. It is brought up variously in every nation, that is, "top manager`s co-determination form" based on the law in Germany, the management participation of the job sited (OWL movement, QC Circle) moved lively in America and "the group decision making" called "the Japanese management" lately in Japan. In Korea, labors who have the participation oriented values and views of the job occupation grew larger and larger because of their improving education levels and their higher subjecthoods. Therefore, what we have to do now is not to bring the worker participation operation, but how to do it. Consequently, in this review I examine the need of work participation, and its modern background and characteristic. The aim of the study is to give out the plan of improvement and fix our well-fitted work participation after discovering the several points raised in Korea and many other countries. In the above respects, the several problems of work participation in Korea are as follows: 1. closing of the management participation 2. lacking reliance between labor and management. 3. remaining authoritarian attitude of managers. 4. lack of the unified nation-state consciousness. 5. lower utilization of the labor`s ability. 6. insufficient rewards for their efforts. 7. the present Joint Labor-Management Conference system is still in an early stage of management participation. In conclusion, with priority given to the above respects, I suggest the plan of improvement in the following words: 1. We have to solve the essential prerequisite for the desirable practical use of worker participation. a. We should eatablish the democratic relationship that labor and manager can determine the production and allocation of outcome as one man. b. Labors can establish the desirable human relations with the managers through opening frankly the difficulties to each other. They have to do everything in their powers for the mutual under-standing & reliance. 2. We have to foster an atmosphers of management for their coexistence & coprosprity. a. to increase the sources of allocation through their joining in the productivity movement. b. sharing the accomplished outcome fairly c. breaking from the authoritarian labor relations. d. to develop the potential ability through giving an opportunity of the decision making to all of the worker. e. training for the right views of job occupation and enterprise
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KCI
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