V. 결 론
2. 연구의 한계 및 향후 연구방향
본 연구의 한계점으로서 연구대상인 해운항만물류산업의 모집단의 크기에 비 해 상대적으로 적은 표본에 의하여 실증분석이 이루어진 결과 , 다양한 업종의 해운⋅항만물류기업들의 특성들을 모두 반영하지 못하는 한계점을 가질 수 있 으며 연구결과의 일반화에 무리가 있을 수도 있다 .
그리고 본 연구는 역량기반 인적자원관리의 성과변수로써 인적자원관리 성과 에 주목하고 있는데 , 인적자원관리 활동은 결국 최종적인 조직의 경영성과 목 표를 달성하기 위한 경영관리 활동이므로 조직차원의 성과와의 관계를 분석할 필요성이 있을 것으로 판단된다 . 즉 , 해운⋅항만물류기업의 역량기반 인적자원 관리에 따른 성과를 조직유효성 차원에서 측정하고 평가해 보아야 할 것이다 .
본 연구는 각기 5개의 역량기반 인적자원관리 및 역량개발 프로세스의 하위 시스템별 상호작용에 따른 4개의 인적자원관리 성과와의 관계를 검증하는 매우 복잡한 분석을 실시하였는데 , 조절변수로서 핵심역량 개발 프로세스와 관련된 5개의 변수를 한 개의 변수로 통합하여 분석한다면 연구모형을 단순화시키고 나름대로 의미가 있는 또 다른 연구 성과를 보일 수도 있을 것이다 . 그런데 본 연구와 같이 표본이 작을 경우 변수의 수를 줄이는 것이 보다 선명한 분석결과
를 가져올 수도 있는 반면에 , 가능한 한 많은 변수를 고려하게 되면 실증결과 의 유의성을 보다 높일 수 있으므로 , 이 둘 사이의 상충성은 모든 연구자의 숙 제일 것이다 .
따라서 앞으로는 보다 정교한 연구의 설계 , 실증자료의 광범위한 수집 , 적절 한 모형의 개선 , 보다 적합한 변수의 선정 등을 포함하는 보다 향상된 연구가 계속 수행되어야 할 것이다 .
본 연구는 인적자원관리 각 분야에 대한 역량의 도입과 활용이 어떤 인적자 원관리 성과에 어떻게 영향을 미치는지에 대한 메커니즘을 일부 규명하였고 , 그 과정에서 부분적으로 명백한 핵심역량 개발 프로세스의 상호작용효과가 있 음을 관찰하였다 . 앞으로의 역량기반 인적자원관리에 대한 연구에서 이들 변수 와 관련요인을 고려하는 통합적 모형에 의한 실증연구의 기초적 기반을 확립하 는 데 도움을 줄 수 있을 것으로 생각되며 , 향후의 연구과제도 여기에 초점을 맞추어야 할 것이다 .
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Doctoral Dissertation
A A A
A Study Study Study Study on on on on the the the the Strategic Strategic Strategic Alignment Strategic Alignment Alignment between Alignment between between between Competency-based
Competency-based Competency-based
Competency-based Human Human Human Resource Human Resource Resource Management Resource Management Management Management and and and and Core
Core Core
Core Competence Competence Competence Competence Development Development Development Development
:: :
: Primarily Primarily Primarily Primarily on on on on Shipping Shipping Shipping Shipping &&&&․․․․ Port Port Port Port Logistics Logistics Logistics Logistics Enterprises Enterprises Enterprises Enterprises in in in in KoreaKoreaKoreaKorea
Gu, Dong-Sung
Department of Maritime Business Administration Graduate School
Korea Maritime University Advised by Professor Shin, Yong-John
ABSTRACT
Currently, most of firms are adopting the strategical Human Resource Management associated with business strategies
as the core factor of the successful management. In order to implement such strategies, firms must draw their business strategy clearly and find out the specific competency of organization and members. Based on such competencies, it is necessary forfirms to introduce and apply the competency-based HRM system which operates all the fields of human resource management from recruiting to compensation strategically and systematically
Achieving high level of performance and goal can be done through
competencies which are composed of knowledge, skill and attitude. The competency-based HRM means to define core competency in accordance with the vision and strategy of organization, and then to set up and operate the sub-structures of HRM systematically for the practical use of competency.
After IMF crisis, Korean companies have recognized a necessity of strategic HRM and have been trying to strengthen strategic function of HRM through adopting the concept of competency. However shipping and port logistics companies mainly have been trying to promote the competition power by developing and accumulating hardware infrastructure such as port logistics facilities, advanced logistics system and modernized equipment and so on. However, they lagged behind relatively in securing and developing talented HR which is the most important factor on deciding their competitiveness in the service industry. So in the shipping and port logistics industry, the competency-based HRM is needed to improve firms’
competitiveness.
To execute the competency-based HRM, companies should find out future-oriented competence and connect it to their strategy. Companies should define and develop a required competency and exercise their HRM strategically based on such competency.
Therefore, this study examined the competency-based HRM, the core
competence development process, and the performance of HRM. The survey
has resulted in the model on relationship of the competency-based HRM, the
core competence development process, and the performance of HRM as
following figure.
Competency-based HRM Performance evaluation
Training & education Wage management Career development Recruiting & selection
⇨
⇨ ⇨
⇨
Performance of HRM Satisfaction of wage system
Participation Fairness of Evaluation Developing Human Resource
⇧
⇧
⇧
⇧
Core competence development process
clarifying organizational vision and mission Defining core competence
Aliment between organizational and personal goal Strategic alignment of core competence
development
Alignment between organization competence and personal competency
< Research model >
The following hypotheses are set up for the research objectives.
Hypothesis
１: The high execution of the competency-based HRM ispositively related to HRM performance in shipping and port logistics firms.
Hypothesis
２: The effect of competency-based HRM on HRM performancedepends on the development process of core competence.
The multi-regression analysis is used to verify Hypothesis.
According to the results, some sub-hypothesis of hypothesis 1 are accepted and others are denied. It shows that each competency-based HRM process separately effects on HRM performances which have direct relevance to that process. That is to say, competency-based wage management effects on satisfaction of wage system, competency-based recruit & selection and performance evaluation effect on the participation, career development, recruit & selection, performance evaluation and wage management which based on competency effect on fairness of evaluation and, finally, career development, recruit & selection and wage management based on competency effect on developing human resource. It means the competency-based HRM activities have a significant effect on the performance of HRM which directly related to them.
In Hypothesis 2, some sub-hypothesis are accepted and others are denied.
The results represent the interaction effect between competency-based HRM
and the core competence development process. There is the interaction effect
between competency-based wage management and the alignment of
organization competence-personal competency to the satisfaction of wage
system. Also, To fairness of evaluation 4 interaction effects is shown
between competency-based performance evaluation and the 4 variables of the
core competence development process - clarifying organizational vision and
mission, defining core competence, alignment of organization and personal
goal, and strategic alignment of core competence development. Moreover,
another interaction effects to human resource development are appeared
between competency-based recruit & selection and the 2 variables of the
core competence development process - defining core competence and the
alignment of alignment of organization and personal goal. These results
mean the performance of HRM depends on the strategic alignment between
the competency-based HRM and core competence development processes.
Though many companies introduce and execute the competency-based HRM, the empirical study is insufficient. Especially shipping and port logistics industry is in dire need of the theoretical study as well as the empirical study of strategic studies.
In this point of view, The results of this study is meaningful and provides
the direction for further researches and the useful strategic suggestion in the
competency-based HRM of shipping and port logistics company.
부 록(APPENDIX)
CODE NO. ( ) (秘) 본 조사의 내용은 통계법 제8조에 의거 비밀이 보 장되며 통계 목적 외에는 사용되지 않습니다.
설 문 서
안녕하십니까? 귀사의 무궁한 발전을 기원합니다.
본 설문조사는 역량기반인적자원관리와 해양수산네트워크에 관한 실증연구의 기초 자료 수집의 일환으로 실시되고 있습니다. 바쁘고 번거로우시더라도 성심으로 응답해 주신다면, 귀하의 답변이 본 연구의 소중한 자료로 쓰여 질 것입니다.
본 조사는 무기명으로 실시되고 그 결과는 통계적으로 처리되므로, 개인의 응답내용 은 절대 비밀이 보장됩니다. 또한 조사결과는 순수한 학술목적 이외에는 사용되지 않 습니다.
평소 느끼신 대로 솔직하게 빠지는 문항 없이 대답해 주시어 해운항만물류산업의 발 전에 도움이 될 수 있도록 협조 부탁드립니다.
2006년 9월
연구자 : 우리 나라해양대학교 해운경영학부 교수 신용존 우리 나라해양대학교 대학원 구동성
(대한준설장비협회 ds-goo@hanmail.net)
연구결과에 대해 알고 싶은 분은 위의 연락처로 연락하시면 연구 후 결과물을 우송해 드리도록 하겠습니다.
* 다음은 본 조사의 주요 주제인 역량기반 인적자원관리에 관한 주요 개념 설명입니다.
1) 역량역량역량역량(competency)(competency)(competency)(competency) 이란 직무별로 현재와 미래에 요구되는 지식(knowledge), 기술(skill), 태 도(attitude) 등을 종합한 것으로 성과를 예측하거나 설명할 수 있는 다양한 심리적, 행동적 특성을 말합니다. 즉, 종업원이 해당 직무를 수행하여 실제 성과를 나타내는데 필요한 구체적 인 지식과 기술 및 태도 등을 포괄한 구체적인 특성입니다.
2) 역량기반 역량기반 역량기반 인적자원관리역량기반 인적자원관리인적자원관리란 기업과 직무의 높은 성과를 달성하기 위하여 필요한 핵심적인 개인인적자원관리 역량을 기업의 비젼 및 전략과 연계하여 추출하고, 이를 기초로 인적자원관리 활동을 전략적 관점에서 통합적으로 설계하고 운용하는 것을 말합니다.
즉, 역량기반 인적자원관리란 조직내 해당 직무별로 높은 성과 창출에 필요한 구체적인 지 식, 기술, 태도, 동기 등을 사전에 결정해 놓고, 이를 바탕으로 조직 목표달성을 위해 인적자 원의 확보, 배치전환, 개발, 평가, 보상 등의 활동을 적절히 수행하는 것을 말합니다.