인적자원관리시스템에 대한 공정성인식이 결과행위에 미치는 영향

윤대혁 한국경영과학회 2002 韓國經營科學會誌 Vol.27 No.4

This study aims at developing and empirically testing a comprehensive model of organizational justice derived from the prior empirical studies on organizational justice. The study seeks to understand the antecedents to and the consequences are addressed. The first question is what characteristics of the HRM systems determine the levels of perceived distributive and procedural justice. Hypotheses are derived from the two prominent theoretical models, i.e., the self-interests model (SIM) and the group value model (GVM). Those factors include neutrality, consistency, accuracy, ethicality, credibility, and reciprocity in the processes of making HRM decisions. All nine factors suggested by the two models are adopted for this study as major determinants of both distributive and procedural justice. The second question of this study is related to the moderating effects of individual differences on the relationship between the SIM and GVM variables and perceived distributive and procedural justice, specifically job-related attitudes and organizational commitment. Job-related attitudes in this study refer to job satisfaction, job motivation, and job involvement, i.e., the willingness to make contributions, identification with organization, and intent to stay. In examining the consequences of perceived organizational justice, the study focuses on the interaction effects of procedural and distributive justice on the above nine outcome variables. The results show that both SIM and GVM variables significantly influence distributive and procedural justice. However, hierarchical regression analyses reveal that the GVM variables except more influence has been focused on the consequences of perceived distributive justice with regard to outcomes provided by the organization.

小賣機關의 進化過程에 대한 組織論的 接近 硏究

尹大赫 한국기업경영학회 1997 기업경영연구 Vol.4 No.2

Retailing is one the most dynamic and challenging areas of the economy. Today`s retailer, looking ahead to tomorrow, has to take into account the following major trends: the slowdown in population and economic growth; the increasing cost of capital, labor, and energy; the changing consumer lifestyles, shopping patterns, and attitudes toward shopping; the emergence of new technologies such as computerized checkout, electronic shopping, and more advanced automatic vending; the growing strength of major retailers; and rise of consumerism and environmentalism and the increase in government regulations affecting retailing. Clearly thes trends call for more professional management in retailing that goes beyond good merchandising skills. Top management will have to be skilled in designing and implementings profit performance systems. The key need will be find ways to increase retail productivity. The search for more productivity in the 1980s will favor the development of retailing forms that keep costs down. Many retailing innovations have come about as solutions to high-cost, high-price retailing, They are partially explained by the wheel of retailing hypothesis. According to this hypothesis, many new types of retailing institutions begin as low-margin, low-price, low-status operations. they become effective competitors of more conventional outlet, which have grown "fat" over the years. Retail life cycle, the wheel of retailing, the retail accordian and dialectic theory has considerable utility for explaning the process of retail revolution, though it still needs to expand the concept fundermentally and comprehensively. This study attempts to apply organization theory to retail organization and to gauge the applicability by the review of organization life cycle concept and the relationships between organization size, structure and effectiveness. It also investigates some problems associated with the application of the theory to retail organization. It suggestes that the organization theory offers theoretical foundation to explain the retail evolutionary process.

組織內 權力作用에 관한 硏究

尹大赫 한국기업경영학회 1995 기업경영연구 Vol.2 No.2

The objective of this study is to examine how organizational power in group and interacts with each other. I have examined a considerable volume of theoretical with the behavioral theory of the firm relating to the mechanism of the decision making which had been conceived by R.M. Cyert and J.G. March, leading applied social scientists. Their theory failed to take account of the phenomenon to organizational influence or power appropriately. I have observed how and why organizational power in the decision making interacts with each other, and how does it ensures the uniformity and rationality in organizations. As far as concerned with the outcome of this research, it is my understanding that we should not ignore of the power effect in organizational decision making. The organizational research is not often willing to accept the product of political process in most part of the organizational decision making which have looked upon as a very rational decision. Comperhending, however, on the ground of more accurate viewpoint in making decision as the firm exisits is critically needed tasks in pursuit of rationality in decision making and in making a progress of organizational power research. In fact, the existence of political process, namely, the disagreement of opinion and conflict offer opportunity to contrive more productive and good quality alternatives. Consequently, the theory of organizational behavior should accept the operation of power closely based on facing problems, with this we have to make an effort to improve the theory in the future.

協調的 勞使關係를 통한 動勞生活의 質(QWL) 向上에 관한 硏究

尹大赫 한국기업경영학회 1997 기업경영연구 Vol.4 No.1

This paper attempts to search cooperative system of labor-management relations in corporation level and Quality of Working Life(QWL) as an objective of labor-management cooperation. Therefore the main subject of this paper is to analyze the relationship between QWL and cooperative Industrial Relations. Cooperative Industrial Relation means not only joint consultation committee (works council) but cooperative aspects of all labor-management relations presupposed antagonistic labor-management relation. QWL in the concept which is created for eliminating alienation and coping with enlarged right consciousness of labor. QWL is the process improving job design and general labor environment through participation in management decision making. Then, labors perceive identification with corporation, and are worth work living. And productivity may be improved as natural by product. To summarize the result of this study is follows. (1) QWL is useful activity which eliminate alienation and cope with enlarged right consciousness of labor. (2) Because QWL levels related to job, age, tenure are different, they are taken care in improving QWL. For instance, the young and skill job labors should be taken special care. (3) For the purpose of improving QWL through labor-management cooperation, firstly, it is needed to make efforts for eliminating negative force against labor-management cooperation. In this case, the support of top management and union leaders is needed. Secondly, it is needed to make efforts for providing opportunity for participation in decision making. This participation is a direct means of improving QWL. By the way, rather than permit participation in decision making given priority to productivity issues, management should permit participation in QWL issue equally in order to improve QWL effectively. (4) It requires long time to improve QWL through labor-management cooperation. Hasty expectation of result should be refrained.

인적자원의 확보원천과 결과에 관한 실증적 연구

尹大赫 한국기업경영학회 1999 기업경영연구 Vol.6 No.1

The purpose of this study is to examine the relationships between recruitment sources and posterior outcomes. In this study, two hypotheses are tested. Hypothesis I is that posterior outcomes are different with recruitment sources. HypothesisⅡ is that recruitment source effects are mediated by differential informations and applicant population differences. The findings of this study are as follows. First, posterior outcomes of referents source were low than those of public recruitment source and school source. Second, there were sizeable differences in premier knowledge and applicant population across recruitment sources. Referents source had more information, high ages and tenures. Also it was composed of low education levels and females. Third, recruitment source effects were differentiated by education levels, Under high school graduates, effects were significant. The meanings of results were discussed with differential informations and applicant population differences. In view of premier knowledge, referents source has more subjective expectations as well as informations. Its unrealistic expectations may cause deep depressions afterward. With regard to applicant population, korea`s differential human resource systems due to sex and education level explain posterior outcomes among recruitment sources. As referents source is comprised by low education levels and females, posterior outcomes are low. Within same education level, recruitment source effects in high school graduates are inferred from varieties of skill and ability. Applicants holding high talents are recruited by formal sources. Not with standing this findings, study has limitations of narrow sample, cross-sectional design, and uncontrollable variables. As conclusion, the results of this study suggest theoretical and practical improvements. Theoretically, recruitment source effect studies should consider human resource system variables in order to comprehend recruitment source effects. Practically, selecting recruitment sources should consider applicants` education level and sex. Also is required realistic job preview.

윤리경영의 유형과 조직특성이 조직구성원의 결과행위에 미치는 영향

윤대혁 한국인적자원관리학회 2005 인적자원관리연구 Vol.12 No.3

This research deals with outcomes behavior which members of an organization and to examine the relationship between organization trait and ethical management types in the korea corporations. In this study, outcomes behavior comprises job satisfaction, organizational commitment and unethical behavior. The sample for this study consist of 870 piece drawn from 25 firms and statistical computation was done on the SAS(statistical analysis system) edition for the personal computer. Simple frequency analysis, Analysis of Variance(ANOVA), Chi-Square Test, Tukey`s Test, were also used. The result of the study may be summarized as follows: Hypothesis 1 deal with the difference between the ethical management types and job satisfaction, organizational commitment, unethical behavior. As a result, it has a difference of with the outcomes behavior and types of the company`s ethical management. Hypothesis 2 deal with the difference of the job satisfaction and organizational commitment by the organization`s specific variables in the company`s ethical management types. In this side, the organization`s specific variables comprise the types of industry, organization`s scale, and affairs. As a result, it has the significant consequence. Therefore, organization`s specific variables as a moderating variables has effect to the difference of the Company`s Ethical Management types. In conclusion, findings of this study indicates that company`s member outcomes behavior and organization`s specific variables has significant difference by the types of ethical management. From the results of the study, we will be better able to understand the types of ethical management and its impact on employees and organizations. 21세기는 윤리경영의 시대이다. 이제 ‘부패라운드(Corruption Round)’의 등장으로 윤리경영의 문제가 중요한 이슈로 등장하게 되었다. 본 연구는 윤리경영의 유형과 조직특성이 조직구성원의 결과행위에 미치는 영향에 대한 체계적인 연구를 통하여 이론적으로는 윤리적 기업경영에 대한 타당성을 정립시키고, 실무적으로는 윤리경영을 통한 조직유효성을 증대시킬 수 있는 방안을 모색하는 데 연구의 주안점을 두었다.* Pacific Yale University 교수 daehyok@hanafos.com실증분석의 결과를 정리해 보면, 첫째, 윤리경영의 유형간 결과행위에 미치는 영향에는 차이가 있음을 확인하였다. 둘째, 윤리경영의 유형에 따른 직무만족, 조직몰입이 조직특성에 따라 유의적인 차이가 있음을 확인하였다. 보다 구체적으로 직무만족에서는 업종을 조절변수로 하였을 때 금융업에서는 차이를 보이지 않았으나 직무 및 규모에 있어서는 유의적인 차이를 나타내었고, 조직몰입의 경우에는 업종을 조절변수로 하였을 때 전 업종에서 유의적인 차이를 나타내었으며, 직무에 있어서도 여러 부문에서 차이를 보였다. 그리고 규모에 있어서는 50명 이상의 모든 조직규모에서 유의적인 차이가 있음을 확인할 수 있었다. 따라서 본 연구는 윤리경영의 유형을 구분하고, 조직특성변수의 조절효과 및 결과행위 변수에 대한 영향관계를 확인함으로써 윤리경영의 실천을 통한 경쟁력 제고와 유효성 증대를 위한 경영실천상의 시사점을 제시하였다. 따라서 윤리경영과 조직유효성간의 관계를 보다 체계적으로 구명할 수 있는 연구의 단서를 제공하였다.

중소기업경영자의 윤리수준과 경영성과의 관련성 연구

윤대혁 한국중소기업학회 2004 中小企業硏究 Vol.26 No.4

21세기는 윤리경영의 시대이다. 기업의 사회적 영향력이 점증되면서 기업경영의 윤리성 문제가 학계 및 산업계를 비롯하여 전체 사회의 커다란 관심사로 부각되고 있다. 본 연구는 이러한 문제인식을 바탕으로 먼저 우리나라 중소기업 경영자의 전반적 수준과 영향요인을 파악하고 비슷한 수준의 경영윤리를 나타내는 표본들을 군집화 하여, 군집별 인구통계적 특성과 일반적 특성을 파악하였다. 그리고 개인적 차원, 조직적 차원, 사회적 차원에서의 영향요인에 따라 경영자의 윤리수준에는 어떤 차이가 있는지를 구명하였으며, 이를 토대로 경영자의 윤리수준과 경영성과와의 관련성을 개인적, 조직적, 사회적 차원으로 구분하여 분석·검토하였다. 본 연구에서의 표본추출은 판단 표본추출방법과 편의 표본추출방법을 병행하였으며, 수집된 자료는 신뢰도분석을 비롯하여 상관분석, 기술통계분석, 다중회귀분석, 군집분석, 교차분석 및 분산분석 등의 통계기법을 이용하였다. 분석결과 우리나라 중소기업의 윤리수준은 중간정도 이상이며, 사회적 관계 및 대외적 측면보다는 대내적 측면 혹은 경영내실화를 상대적으로 중시하는 윤리구조를 가지고 있고, 경영자의 윤리수준이 높을수록 경영성과가 향상됨을 확인할 수 있었다. 본 연구의 결과는 윤리경영에 대한 체계적이고 심층적인 이해증진과 우리나라 중소기업경영자의 전반적인 윤리성 평가 및 윤리수준의 향상을 통한 경영성과제고에 도움이 될 수 있을 것으로 기대되며 건전한 기업관의 형성과 윤리경영의 광역적 연구에도 하나의 실마리를 제공할 수 있을 것으로 판단된다. 그러나 본 연구는 사회적 성과를 측정함에 있어 기업구성원과 일반사회인을 대상으로 하지 못하고, 표본기업의 구성원만을 대상으로 하였다는 점과 구성원의 의식차원에서 경영자의 윤리수준을 측정함으로써 실제 행동적 차원의경영자 윤리수준과는 같지 않을 수도 있다는 점 등은 연구의 한계로 지적할 수 있겠다. 향후 연구에서는 다양한 측정요인을 활용하고, 시계열적 측면을 고려한 종단적 연구가 요청되며, 이울러 실제 행동차원의 윤리수준을 분석할 수 있고, 규모나 지역 등을 고려한 횡단적 연구가 요망된다고 하겠다. As the business becomes influential, the whole society shows great concern for business ethics. However, only a few study investigates the relationship between the business ethics and business performances, while the most of the common study topics are the factors affecting the business ethics and the management's ethical level itself. The purposes of this study are (1) to enhance the systematic understanding of business ethics by reviewing it's developments and providing a standard for it's measure, (2) to analyze the levels of the business ethics in Korea, (3) to find the factors affecting the ethical levels of business and the extents of their influences, (4) to study the relationship between the ethical levels of business and business performances, and (5) the deliver implications for the improvement of business performances and competitiveness. The first step toward the goal is to conduct an extensive reference search. Based upon the literature review, a model for empirical test is developed. The results indicate that (1) the Korean businesses tend to focus their attentions on internal aspects and management performance rather than on the external ones, (2) passive business ethics tends to be emphasized compared to active ethics, (3) overall the ethical levels of the businesses are relatively high, (4) the ethical levels of the businesses are affected by the individual, organizational and social factors, and (5) higher ethical levels result in better business performance. Consequently, further studies seem to be necessary to take into account more extensive factors in the model, to analyze the transition of the outcomes over time, and to study the business ethics based on behavioral term.

組織社會化 戰略에 관한 小考

尹大赫 한국기업경영학회 1996 기업경영연구 Vol.3 No.1

Organizational socialization concerns how newcomers change, but "personalization" is how the organization changes as a result of the newcomers who joint it. In contrast to socialization, personalization has received almost no attention from scholars. There are two reasons for this imbalance. First, in most organizations, newcomers enter in snall numbers, rather than in large cohorts. As they enter the ongoing system, they tend to be overwhelmed by the momentum of the existing climates with their respective norms and values. Thus it is mich more likely that the newcomers will change rather than the organization. Second, when trying to examine change, it is easier to observe them in newcomers than in the organization as a whole. The larger the organization is, the harder it is to detect changes in it. Organizational socialization is how organizations change newcomers. How organizations change as a result of having newcomers join them is called personalization, a process that is rarely studied. Organizational socialization differs from newcomer orientation in two ways : (1) socialization is more concerned with making newcomers conform to the organization, and (2) socialization is a process that unfolds over a period of time. The basic objective of organizational socialization is to maintain control by ensuring that newcomers share the same norms and values as those of the organization. Socialization and selection are ways for attaining organizational control. They con be substitutes for each other. Organizational socialization is composed of three basic processes : (1) social learning as the way newcomers learn, (2) new roles, norms, and values as the material that is learned, and (3) conflict as the unique dynamic of this particular learning process. Socialization has been divided into various stages by different authors. Asummary and integration of these models includes the following stages : (1) confronting and accepting organizational reality, (2)achieving role clarity, (3)locating oneself in the organizational context, and (4)detecting signposts of successful socialization. Organizational socialization tactics can be categorized on six dimensions, depending on whether the socialization is : (1)done collectively in a group or individually, (2)done formally or informally, (3)done in a specific sequence or randomly, (4)done on a fixed or variable timetable, (5)done by those in positions similar to the one that the newcomer will assume or by others who are quite different, and (6)dont in a way that reinforces the identity of the newcomer or in a way that divests the newcomer of some part of his or her identity. As the limitation of this study, did not consider the subordinates characteristics and management style of the Korean firms in the research on organizational socialization tactics and did not empirical research.

新雇傭政策과 勞動市場의 柔軟性 提高 方案

윤대혁 한국기업경영학회 1998 기업경영연구 Vol.5 No.2

Current economy of Korea under the management of International Monetary Fund undergoes deepening deficit of current balance, mainly owing to its weakened international competitiveness, and because of economic recession and structural adjustment of industry drastic reduction of new employees and early retirement, etc. That is, joblessness problem rises as a serious social problem. Besides, deficit of current balance is becoming serious on account of frailty of international competitiveness. And caused by economic stagflation and structural adjustment, decrease in number of the newly employed and increase in number of the jobless arise simultaneously. Therefore, improvement of productivity is and urgent task to perform in the present situation of Korean economy. So in this research I have gave a serious thought to how to explore methods to raise flexibility of labor market as one way of raising productivity in consideration of change in domestic and overseas labor market. An imminent task for Korean economy to tackle in relation to the softening of labor market is, first, to slow wage raise and improve wage system in conjunction with adjustment of labor Second, rational foundation of overall system, which is essential for flexibility of labor market, should be promptly built. Third, government intervention in labor market is not desirable but in case of its meddling in it is necessary, the government should limit the interference to such critical roles as reinforcement of education and training, on the basis of employment insurance system, which is vital to raising the flexibility. Finally, I emphasize that in order to strengthen competitiveness through flexibility of labor market, labor management and government should be closely cooperative with one another. Ultimately, raising flexibility of labor market is a method of strengthen competitive power through introduction of competition principal in the rigid labor market and through efficient utilization of production factors. Considering that the world is filled with heated atmosphere of competition, it goes without saying that the logics that Korean labor market should run on the basis of through competition principal is too evident.

승진, 보상, 평가시스템에 대한 공정성인식이 직무 및 조직몰입에 미치는 영향에 관한 연구

尹大赫 한국기업경영학회 1999 기업경영연구 Vol.6 No.2

This study aims at developing and empirically testing a comprehensive model of organizational justice derived from the prior theoretical and empirical studies on organizational justice. The study seeks to understand the antecedents to and the consequences are addressed. The first question is what characteristics of the HRM systems determine the levels of perceived distributive and procedural justice. Hypothesis are derived from the two prominant theoretical models, i.e., the self-interests model(SIM) and the group value model (GVM). The first model assumes that people are motivated to fulfill their needs for self-interests, and suggests outcome favorability, outcome importance, and decision control as important determinants of organizational justice. In contrasts, the latter model emphasizes the roles of group-related factors in perceiving justice, which help people express their values in group and organizational contexts. Those factors include neutrality, consistency, accuracy, ethicality, credibility, and reciprocity in the processes of making HRM decisions. All nine factors suggested by the two models are adopted for this study as major determinents of both distributive and procedural justice. The second question of this study is related to the moderating effects of individual differences on the relationship between the SIM and GVM variables and perceived distributive and procedural justice in organizational contexts. The final research question deals with the consequences of perceived organizational justice, specifically job-related attitudes and organizational commitment. Job-related attitudes in this study refer to job satisfaction, job motivation, and job involvement, i.e., the willingness to make contrivutions, identification with organization, and intent to stay. In examining the consequences of perceived organizational justice, the study focuses on the interaction effects of procedural and distrivutive justice on the above six outcome variables. The results show that both SIM and GVM variables significantly influence distributive and procedural justice. However, hierarchical regression analyses reveal that the GVM variables excert more influence has been focused on the consequences of perceived distributive justice with regard to outcomes provided by the organization. The findings of these studies were mostly mixed and contradictory, and thus the implications were limited. In order to overcome these limitations, recent researchers have more attended procedural justice which organizational members perceive in the processes of diverse organizational decision making, particularly in those of HRM decision making. Both research streams are incorporated in this study in order to examine the probable joint effects of distributive and procedural justice on individuals` attitudes toward their jobs and organizations.