성과주의 인사제도의 도입 영향요인 및 조직성과 = Determinants and Organizational Effectiveness of Performance-based Human Resource Management

국문 초록 (Abstract)

  본 연구의 목적은 두 가지이다. 첫째 경제위기 이후 성과주의 인사관리의 빠른 확산이 어떤 요인에 의해 설명될 수 있는가 하는 것을 규명하는 것이다. 둘째, 이처럼 빠르게 도입된 성과주의 인사제도들이 기대하는 성과를 내고 있는가 하는 점을 규명하는 것이다. 두 가지 연구목적을 위해 이론적인 검토를 거쳐 가설을 설정하였다. 가설의 검증을 위해 1998년 한국노동연구원에서 상장기업 271개를 대상으로 인적자원관리 담당자와 전략기획담당자를 대상으로 한 두개의 설문조사와 상장회사 경영인명록에 수록된 3차 자료, 그리고 한국신용평가 주식회사의 KIS-FAS를 활용하였다.<BR>  성과주의 인사관리 제도의 확산에 관한 분석 결과는 성과주의 인사제도 도입의 결정 요인이 기업이 추구하는 전략이나 시장의 경쟁에 맞서기 위해서라는 합리적인 이유 측면 보다는 30대 재벌 그룹의 소속사라던가 해당 회사의 최고경영자가 해외에서 학위를 받았다던가 하는 제도적인 측면에서의 변수들이 설명력이 더 높았다는 것을 보여준다. 적대적인 노사관계는 성과주의 인적자원관리 도입에 장애요인이 되었다. 집단적인 기업문화는 연봉제의 도입에 장애요인이 되었다. 노동조합은 성과배분제도의 도입에는 장애요인이었지만 연봉제와 목표관리제의 도입에는 장애요인으로 작용하지 않았다.<BR>  한편 조직성과와 관련된 분석 결과는 다음과 같다. 첫째, 전략기획담당자들은 목표 관리제가 연봉제나 성과배분제도와 같은 보상제도보다 더 효과적임을 보여주고 있었다. 그러나 1인당 부가가치로 측정한 성과에서는 연봉제를 도입한 경우에 5년 평균 약 2천8백만 원 정도가 높았던 반면, 목표관리제를 도입한 경우에는 1천 5백만 원 정도의 효과를 보는 것으로 나타났다. 둘째, 관리자의 인식에서나 실제 재무적인 성과 측면에서 모두 목표관리제와 연봉제가 함께 사용될 경우에 효과가 높은 것으로 나타났다. 특히 재무적인 성과와 관련하여 연봉제와 목표관리제를 함께 도입하는 경우가 하나도 도입하지 않는 경우에 비해 1인당 부가가가치가 5천5백만 원 더 높게 나타나고 있다. 셋째, 관리자의 인식 측면에서의 성과에서는 목표관리제는 어떤 제도와 함께 사용해도 효과적인 것으로 나타나 관리자들이 목표관리제를 매우 중요한 제도로 인식하고 있는 것으로 해석되었다.

다국어 초록 (Multilingual Abstract)

  Many changes occurred in human resource management practices in Korean firms since the 1997 foreign currency crisis. At the heart of these changes is the performance-based human resource management (PBHRM). Contrary to traditional seniority based HRM, PBHRM is the HR practices and system that focus on individual and/or group performance in evaluation and compensation. This paper has two research purposes. First, what were the most important factors in the rapid diffusion of PBHRM in Korea since the 1997 crisis? Second, is PBHRM effective in improving firm performance? Along with these questions, eight hypotheses were proposed, on the basis of organizational theories and HR literature.<BR><BR>  1-1. Top 30 Chaebol-affiliated firms will show higher adoption rate of PBHRM than other firms.<BR>  1-2. If CEO of the firm has had business school education from Western countries, the firm is more likely to adopt PBHRM.<BR>  1-3. Firms with HR executives are more likely to adopt PBHRM than those without HR executives.<BR>  1-4. Firms with differentiation strategy are more likely to adopt PBHRM than those with cost leadership strategy.<BR>  2-1. Adoption of Yeonbong-je (Korean style merit pay system) will have an impact on the firm performance.<BR>  2-2. Adoption of group performance-based compensation system will be positively related to firm performance.<BR>  2-3. Adoption of MBO will be positively related to firm performance.<BR>  2-4. Adoption of PBHRM practices simultaneously is more likely to improve firm performance<BR><BR>  than individual adoption of PBHRM practices.<BR><BR>  To test our hypotheses, we used several different databases. First, we used two surveys completed by HR managers and strategy managers from 271 publicly traded Korean firms in 1998. We also used archival data from Korean Stock Exchange, which contained information about CEOs. Finally we used KIS-FAS financial information to obtain data on financial performance of firms.<BR>  Findings pertaining to the adoption of PHHRM are as follows. Hypotheses 1-1 and 1-2 were not rejected at the statistically significant level. I -3 and 1-4 were, however, rejected, showing that many Korean firms adopted PBHRM not as a strategic choice, but under an institutional pressure. Confrontational industrial relations and collective culture were negatively related to the adoption of PHHRM. Existence of labor union was also negatively related to group performance-based compensations, however, not to Yeonbong-je or MBO.<BR>  Findings as to firm performance are as follow. Hypotheses 2-1 and 2-2 were not rejected at the statistically significant level. Yet hypotheses 2-3 had to be rejected. When we measured the firm performance on the basis of the perception of strategy managers, MBO was the most effective tool. On the contrary, when we measured the firm performance as 5-year average value added per employee, results were slightly different from the former. While firms with Yeonbong-je had 28,000 US dollars more than firms with no Yeonbong-je, firms with MBO had 15,000 US dollars more than firms with no MBO. Interestingly, firms with both Yeonbong-je and MBO simultaneously had 55,000 US dollars than firms with neither Yeonbong-je nor MBO. Thus, hypothesis 2-4 were partially supported. The paper discusses theoretical and practical implications and limitations of the study.

목차 (Table of Contents)

• 〈초록〉
  Ⅰ. 서론
  Ⅱ. 성과주의 인사제도의 도입과 영향요인
  Ⅲ. 성과주의 인사제도 도입의 효과
  Ⅳ. 연구 방법론
  Ⅴ. 분석 결과
  Ⅵ. 토론 및 결론
  참고문헌
  ABSTRACT
  

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