한국기업 인력개발 관리의 문제점 및 원인분석 = 현대자동차 (주) 와 (주) 광주은행의 사례연구

다국어 초록 (Multilingual Abstract)

As preparation for developing a HRD (Human Resource Development) management-model that is to suit to the sociocultural environment and to improve the effectiveness and efficiency of the HRD-practice in korean business, the purpose of the study is the analysis of problems of the HRD-practice in the Hyundai Motor Company and Kwangju Bank and its causes through the case study method. The basic assumption of this study- is as follows: The real cause of the problems of HRD-practice in case businesses can lie with the same possibility either in the sociocultural differences between the korean and Western culture, on the basis of which the research model is developed or in the deficiencis of management knowhow of case businesses. The study found three sociocultural characteristics of korean human resource management, that are accountable for the problems of the HRD-practice in the case businesses: these are (1) The principle of equal opportunity among employees in distributing the chances for training programs because of the ideal of long-time(Life-time) employment, (2) Unspecified job specifications, i.e. in the level of job family or categorized by organizational hierarchy, under the influence of family-oriented management philosophy in korean business, and (3) Unspecified qualifications of especially the newly graduated job applicants due to the ideal of korean education system that emphasize the of generalist. On the other side, the problems of which causes lie in the deficiencies of management knowhow can be classified as follows: (1) The documentation of job qualification of organization members does not exist in sophisticated form. (2) The HRD-practitioners do not know the economic decision-making criteria, nor the rational process of selecting the right training programs. (3) Individual differencies in knowledge, skills and/or competencies are often neglected, and all members in the same hierarchical level should visit the same training program. (4) In spite of the existence of applicable tools for evaluating the pay off of training programs, the HRD-practitioners in case businesses do not use them.