인적자원개발관리자의 퍼포먼스 컨설턴트 역할에 대한 역량중요성 인식과 수준에 관한 연구 = HRD Managers` Importance Recognition and Level of Competence for Playing a Performance Consultant Role

다국어 초록 (Multilingual Abstract)

The changes in HRD paradigm require that HRD plays both role as a strategic partner and as a performance consultant. According to this trend, competence of HRD managers is needed to practice education suitable for organizational purpose and position, to comprehend in-house problem, to analyze performance problem and cause, to provide solution for the problem, and to measure result and send its feedback for improving the performance of an organization. In this regards, this study is purposed to analyze difference between HRD manager`s importance recognition and level of such competence as a performance consultant, and to suggest upgrading competence of HRD managers as a internal consultant and enhancing their capability to perform the role. HRD manager`s importance recognition and level of competence was measured by using Rothwells` 38 competencies and data were collected from 228 HRD managers in business organization. The result shows that level of competence is lower than importance recognition about it in all the aspects of performance consultant competence, that is, overall core competence, competence for performance analyzer`s role, competence for solution providing expert`s role, competence for organizational change agent`s role, competence for evaluator`s role. Implication of the result suggest that HRD manager`s competence as a performance consultant should be continuously reinforced to attain such competence sufficiently and to play the role effectively.