영업역량과 성과간 관계에 관한 연구 : 한국 제약업계를 중심으로

국문 초록 (Abstract)

역량은 많은 연구자에 의해 여러 가지로 정의되고 있으나 "우수한 성과의 원인이 되는 개인의 지식, 기술, 능력 혹은 특성"이라고 종합할 수 있다. 역량은 그 정의에서부터 성과와의 관련성을 가정하고 있고 개발 시 성과와의 관련 여부에 따라 타당화되는 도구이므로 높은 성과를 내는 잠재력이 높은 인재의 선발, 육성, 평가 등의 관리도구로서 기대를 모으고 있다. 그러나 이러한 역량의 중요성에도 불구하고 역량개발 시 시간과 비용이 많이 들고 역량의 정의가 조직과 직무에 종속적이어서 역량의 공통적 개념 정립이 어렵고 일반화되기 어려운 문제점으로 인하여 역량모형개발 및 성과와의 관계에 관한 연구가 몇몇 선구자적 연구자들에 의해서만 이루어져 오고 있다.
본 연구에서는 이러한 역량연구의 문제점을 극복하고 역량모형이 기업체 인적자원 관리의 실용적 도구로 활용될 수 있도록 다음 두 가지 연구를 수행하였다. 첫째, 영업직무를 대상으로 역량모형을 도출한 후 그 타당화 검증을 위해 교차타당화 연구를 수행하였다. 둘째, 도출된 영업역량이 성과에 미치는 영향을 검증하고 그 효과성을 높일 수 있는 요인을 연구하여 조직에서 역량을 활용하여 성과를 높이고자 할 때 고려할 요인을 제시하였다. 또한 이러한 연구결과를 종합하여 조직 내 인재의 잠재력 및 성과를 높이기 위한 역량의 활용방안을 제시하였으며 미래 조직에서 지향해야 할 역량모형의 개발 방향에 대한 시사점을 도출하였다.
본 연구의 수행을 위해 국내 제약업에 종사하는 457명의 영업사원을 대상으로 설문조사와 심층인터뷰를 수행하였다.
연구결과는 다음과 같이 요약할 수 있다.
첫째, 우수 성과자와 부진 성과자를 판별해주는 영업사원 역량은 다섯 가지의 동기특질 역량(Motive and Traits) -영향력행사(Impact and Influencing), 성취지향성(Achievement Orientation), 주도성/끈기(Initiative/ Persistence), 문제해결(Problem-Solving), 분석적사고(Analytical Thinking)-, 세 가지의 자기개념역량(Self-Concept) -유연성(Flexibility), 자기확신(Self Confidence), 스트레스와 자기통제(Self Control)-, 그리고 두 가지의 지식기술역량(Knowledge and Skill) -고객, 도매상의 전략목표 연계(Aligning Customer/Supplier Strategic Objectives), 자기평가와 지속적 학습(Engaging in self-appraisal and continuous learning)- 등의 모두 열 가지임을 규명하였다.
둘째, 과거 성과를 기준으로 추출한 역량과 미래의 성과 간의 인과관계를 밝혔다. 따라서 본 연구에서 추출한 역량이 미래의 성과를 예측하는 주요한 지표로서 실제 실무에서의 활용 가능성이 높음을 확인하였다.
셋째, 상사-부하 교환관계의 질(Quality of leader-member exchange)이 자기개념 역량과 성과간의 관계, 지식기술 역량과 성과간의 관계에 대해 조절효과가 있음이 입증되었다 상사-부하 교환관계가 좋은 관계일 경우 업무와 관련된 지식, 정보들을 상사와 공유할 기회가 많아져 지식기술 역량이 높은 사원이 성과를 높이는데 그 역량을 잘 활용할 수 있고, 개인의 가치관과 태도 등과 관련된 자기개념역량이 높은 사원의 경우는 상사-부하교환관계가 좋으면 상사가 주는 권한 정도의 폭이 넓어져 유연한 태도를 지닐 수 있으며 자기의 생각이나 결정에 확신을 갖고 행동할 수 있어 그러한 역량이 성과에 미치는 영향력을 크게 할 수 있으리라 여겨진다.
넷째, 조직의 지원적 분위기는 역량과 성과와의 관계에는 조절적 효과를 미치지 못하고 있으나 성과에 어느 정도 직접적인 영향을 미치는 것으로 나타났다.
본 연구의 의의는 영업사원의 역량을 추출 후 타당화하고, 검증된 역량과 성과와의 관계 및 그 관계에 대한 조절적 영향을 미치는 요인을 밝힘으로써 역량과 관련된 이론적 분야와 기업 실무에 제공한 실질적인 도움에서 찾을 수 있다. 빙산모형(Spencer and Spencer, 1993) 개념을 근거로 역량을 개발 가능성에 따라 세 가지 차원으로 정의하여 역량의 완전한 이해를 도울 뿐만 아니라 방법론적으로도 역량을 성공적 수행의 척도로 사용할 수 있도록 했다는데 의의가 있다. 또한 본 연구는 역량을 활용한 관리방안을 제안했다는데서 실무적으로도 의의가 있다. 특히, 실무에서 활용할 수 있는 인재 관리 방안을 각 역량의 차원별로 제안하였다. 그와 함께 역량 있는 사원의 성과를 높일 수 있는 관리적 요인으로서 상사-부하 교환관계의 질의 영향을 밝혔다. 그 결과에 따라 앞으로 상사-부하 교환관계의 질이 어떤 리더십 행동 유형으로 영업사원의 역량에 영향을 미칠 것인지에 관한 연구로 역량 연구를 확장시킬 것을 제안하였다.

다국어 초록 (Multilingual Abstract)

Since the definition of competency has defined by many researchers, it can be generalized as 'individual knowledge, skill, ability, or characteristics that brings excellent performance'. Competency is correlated with performance as from its definition and it is a factor to be valid from correlation with performance as its development. It is greatly expected to be a management tool of recruiting, developing, and evaluating high potential people. Regardless of the importance of competency, there are only limited number of pioneer researchers have developed competency models and studied its correlation with performance due to highly required cost and time at its development, and it is difficult to generalize the concept since its definition is dependent on organizations and jobs.
This study performed two subjects to overcome the problems of competency researches and to build a competency model as a practical tool of human resource management for companies. The study for developing sales competency mdel and validification extracted a competency model and practiced cross-validity evaluation for verification of its pertinence. The study for relationship between sales competency and performance verified influence of competency on performance, investigated factors to make it effective, and defined factors to be considered when organizations want to improve performance by competency. From the results, this study presented a practical scheme of competency to enhance potential and performance of people and suggested guidelines for competency model development that future organizations intend to.
For this study, a survey and deep interviews were performed on 457 of sales people working at domestic pharmaceutical companies.
Results are as follow;
First, 10 competencies were defined for sales people, which distinguished the high performers and low ones. Those are grouped into three categories motive and traits(impact and influencing, achievement orientation, initiative /persistence, problem-solving, and analytical thinking), self-concept(flexibility, self confidence, and self control), and knowledge and skills(aligning customer/supplier strategic objectives and engaging in self-appraisal and continuous learning).
Second, defined the causal relation (or interaction) of future performance with competencies obtained from performance in the past. Therefore, the competencies of this study are important reference to predict the future performance and can be applied practically.
Third, it is proved that the quality of leader-member exchange had regulating effect on the relationship of self-concept competency with performance, knowledge and skill competency and performance. If a member has good leader-member exchange with his leader would properly utilize knowledge and skill competencies to achieve high performance due to more opportunities to share job-related information and knowledge. Also a member would effectively utilize self-concept competency to achieve high performance through his flexible attitude and confidence on his thought and decision as his leader gives more authority, since he has good leader-member exchange. In conclusion, good member-leader exchange increases influence of those competencies on performance.
Last, the supportive atmosphere of organization wouldn't make moderating effect on relationship between competency and performance but it directly influence on the performance.
The value of this study is to define and validate competency of sales people, to examine the relationship of verified competency with performance and factors to give moderating effect on the relationship, and to provide guidelines to both of theoretic and practical fields. This study is based on Iceberg Model (Spencer and Spencer, 1993) to define three different dimensions of capacity. This is valuable study due to the finding of concept and the definition of capacity.
This study also presents the practical way of managing human resources by using this competency theory explained above. It suggested several human resource management methods those are practically applicable according to each dimension. Moreover, the study had shown the effect of a quality of leader-member exchange as a factor of encouraging competent members.
Through this study, found out a quality of leader-member exchange could influence the relationship between competency and performance. Therefore, assume that to figuring out which types of leadership would influence the sales representatives will be another extended field of competency studies.

목차 (Table of Contents)

• Ⅰ. 서론 = 1
• A. 연구의 배경 = 1
• B. 연구의 목적 및 문제제기 = 3
• C. 논문의 구성 = 5
• Ⅱ. 이론적 고찰 = 7
• A. 역량의 개념 = 7
• B. 영업역량의 개념 = 34
• C. 역량과 성과간 관계에 관한 연구 = 41
• D. 역량에 대한 선행연구의 문제점 = 54
• Ⅲ. 영업역량 모형도출 및 타당화 = 59
• A. 연구문제 = 59
• B. 연구조사방법론 = 61
• C. 연구결과 = 81
• D. 소논의 = 100
• Ⅳ. 영업역량과 성과간 관계 = 106
• A. 연구가설 및 연구모형 = 106
• B. 연구조사방법론 = 111
• C. 연구결과 = 118
• D. 소논의 = 139
• V. 논의 및 결론 = 142
• A. 연구결과 요약 및 논의 = 142
• B. 연구의 의의 및 한계점 = 147
• C. 향후 연구방향에 대한 제언 = 151
• 참고문헌 = 154
• Abstract = 171
• 설문지 = 174

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