분사(分社)형 인적자원개발 아웃소싱에 대한 비판적 분석 = Critical Understanding for Large Company-Affiliated HRD Outsourcing

다국어 초록 (Multilingual Abstract)

The purpose of this study is to analyze the large company-affiliated HRD (Human Resource Development) outsourcing in critical perspective, which aims to enhance critical reflection and emancipatory stance in HRD practice. For the purpose, the research questions are as follows: First, how does HRD practitioner in HRD outsourcing firm perceive the power relations within HRD outsourcing?, Second, how does HRD practitioner in HRD outsourcing firm perceive the transformation of HRD function of host organization as strategic partner?, Third, how does HRD practitioner in HRD outsourcing firm perceive his/her own professional identity?. According to critical management research methodology suggested by Alvesson & Deetz(2000), the author conducted the interview with the HRD practitioner in a large financial company-affiliated outsourcing firm. As the conclusion of this study, it showed HRD outsourcing began with the new role for HRD function as strategic partners, slim and low cost-high efficiency management. The strict separation applied to the planning and operation phase in HRD outsourcing ignited the absence of HRD control tower in host organization, consequently have contributed to the reduction of the management operations cost. However, it revealed the dissonance with positioning HRD function as strategic partner and deepening the HRD profession in host organization. It is expected that host organization could realize cost reduction from maintaining HRD outsourcing, while HRD outsourcing might bring about the downfall of internal HRD function and weaken the internal professional identity of HRD practitioners.

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