사회적기업의 인적자원관리시스템 유형화 사례 연구 = The HRM Case of the Social Enterprises in Korea

다국어 초록 (Multilingual Abstract)

This study presents theoretical criteria and practical implications for human resource management (HRM) policy choice in social enterprises in Korea. Building on macro human resource management (HRM) literature, we observed variation in HRM systems in social enterprises in Korea. Specifically, following the framework proposed by Bae et al.,(2011), we examine HRM systems of social enterprises based on two different paradigms of theory of the firm: an economic view and an organizational capability view. The economic view argues a firm as an economic institution that pursues market competitiveness through utilization of market logic for the coordination of behaviors (Williamson, 1985). In contrast, organizational capability perspective posits a firm as a social institution that pursue organizational advantage by employing communal logic as a coordination mechanism. In this study, we explored four HRM policies (i.e. employment policy, job characteristics, control mechanism, and performance/compensation policy.
For our case analysis, we selected six social enterprises by the type of social objectives based on the Social Enterprise Promotion Act in Korea. In addition, number of criteria or dimensions is used to derive HRM configuration, including social influence, awareness, size, and the maturity of HRM system. To collect data, we conducted interviews with human resources/labor relations managers and CEOs of each organization, a minimum of two times per company. The interviews were supplemented by the secondary data such as performance reports, internal documents, personnel regulations and work rules.
Results suggest that various HRM configurations exist in social enterprises. Specifically, the majority of social enterprises surveyed were based on organizational capabilities perspective (commitment HRM configuration), consistent with “social” characteristics of social enterprises. However, one organization took an economic approach and two chose a balanced perspective of the two. Interestingly, one organization had a unique system positioned in the middle of both dimensions, reflecting the mixed nature of social enterprises. Furthermore, the CSR-linked social enterprise was highlighted in dealing with difficulties of corporate financing. They were largely influenced by the for profit parent company and took economic perspective.
The results can provide some practical guides for what goes to the criteria and the direction of managing social enterprises when designing a human resource management system. This is because different types of policy choices and the system of HRM system should be in accordance with the relative importance of two perspectives. It also indicates the consistency between social enterprise human resource management system and its dominant logic of two views is critical in determining the degree of sustainability of social enterprises in Korea.

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