교육훈련과 인적자원 관리 제기능 및 경영성과와의 관련성 = Relationships among the training and development, human resource management functions, and business performance

국문 초록 (Abstract)

인적자원 관리에 있어 교육훈련의 중요성과 연관성에 대한 고찰

다국어 초록 (Multilingual Abstract)

The importance of an organization's human resources has become increasingly apparent as firms respond to a growing demand quality, decreased turnaround time and lower cost, all part of our globalized and highly technological market place. Research has traditionally focused on the effects of separate HR practices on individual-level outcomes. However, it has become apparent that research aimed at individual components of an HR system is not sufficient to identify optimal practice. Research efforts have begun to focus on a strategic systems approach, one focusing on organizational outcomes which examine the fit of all HR components, not only with each other, but with the organization's strategy, technology, and/or work design practice. Recent studies have begun to suggest an economically significant link between a firm's choice of HR systems and firm performance.
The results of this study provided relatively strong support for configurational perspective. The positive results of the relationships between interactions and perceived performance provided preliminary evidence of the configurational perspective in the HRM field. However, I cannot make a strong argument that synergies among HRM practices enhance organizational performance since the concept of synergy is far greater than that explained by the two interactions tested in this study. Additional empirical study is required to more fully explore the effect of the HRM system and the synergy among HRM practices on organization performance.
The limitations of this research suggest that our assessment be interpreted cautiously.
Measures of HRM practice that can be constructed from the panel data set are incomplete. For instance, training, as an independent variable, was constructed by four questions regarding weather there are formal job training programs for employees at different lvels.
Over the past decade there has been a dramatic shift in emphasis in the field of human resource management. this shift has broadened the focus of human resource research from the more micro analytic research that dominated the field to a more macro or strategic perspective. A strategic perspective of HR has grown out of the desire to demonstrate the importance HR practices to the performance of the organization. Results also suggest that the effects of fit between training and development and HR functions on business performance.
The findings help to explain why some firms outperform others using the same strategy.

목차 (Table of Contents)

• 제 1장 서론 = 1
• 1. 연구의 필요성과 목적 = 1
• 2. 연구의 범위 및 = 방법 3
• 제 2장 이론적 검토 = 4
• 1. 전략적 인적자원관리 = 4
• 2. 인적자원관리의 방식 = 13
• 3. 전략적 인적자원관리의 선행연구 = 17
• 4. 교육훈련 = 21
• 5. 교육훈련과 인적자원관리 기능 및 경영성과 = 28
• Ⅲ. 연구의 모형 및 가설의 설정 = 31
• 1. 연구의 모형 = 31
• 2. 연구가설 = 32
• 3. 변수의 정의 및 측정 = 33
• Ⅳ. 실증분석 = 37
• 1. 표본의 자료 및 특성 = 37
• 2. 설문의 구성 = 37
• 3. 가설검증 = 38
• Ⅴ. 결론 = 63
• 1. 본 연구의 결과 = 63
• 2. 본 연구의 시사점 = 65
• 3. 본 연구의 한계와 향후 연구방향 = 65
• 참고문헌 = 67
• 부록: 설문지 = 70