The importance of R&D department has been gradually more stressed in management because of rapid technology innovation. Therefore excellent researchers and developers are needed to produce creative technical performance as well as excellent R&D manager to maximize sales and profit by linking the tec...
The importance of R&D department has been gradually more stressed in management because of rapid technology innovation. Therefore excellent researchers and developers are needed to produce creative technical performance as well as excellent R&D manager to maximize sales and profit by linking the technical performance with the management results. In this viewpoint, the development of dual ladder is needed. One is a technical ladder and the other is a managerial ladder. The purpose of this study is to present a basic framework and principles for the design of dual ladder system in Korea based on nine case studies. In this study, seven foreign leading companies including Goodyear, Westinghouse, BPX, 3M, General Mills, Dow Corning, and Sony were analyzed. In addition, two Korean companies including Samsung and LG were also analyzed. For each case, analysis of background of introduction, type and structure, and operational characteristics of the dual ladder or multiple ladder system were analyzed as appeared in analysis framework. The research results are as following : This study suggests a framework and principles for the dual ladder system in Korea which include several detail issues such as : i) how to design the career path for the R&D personnel, ii) how to design the dual ladder system in Korea, iii) how to design positions and levels for the technical ladder, iv) how to minimize problems between technical ladder and managerial ladder due to collision of responsibilities and authorities in practice, and v) how to design organizational structure for the dual ladder system in Korea. In addition to above design issues, this study suggests solutions to overcome many potential problems which may be occurred by introducing the dual ladder systems in Korea. Finally, this study suggests the eight key factors for the success of dual ladder systems in Korea. First, a steering committee should be established for the successful introduction and operation of dual ladder system. Second, the design of dual ladder systems should be compatible to the organizational characteristics. Third, the technical ladder should be designed equivalent to the managerial ladder in terms of positions, salary range, recognitions, and compensations. Fourth, the technical ladder must maintain quality and prestige. The technical ladder should not be a dumping ground for the ineffective managers. Fifth, establishing eligible review committee for the promotion to the technical ladder is needed. Such committee can enhance objectiveness and fairness of evaluation. Sixth, dual ladder systems in Korea should be considered together with career development program, training, performance appraisal, and incentive systems in integrated aspect. Seventh, successful implementation of the dual ladder system needs recognition from company-wide and outside of company. Active public relations and dual ladder culture are also important. Finally, the most important factor is continuous commitment and support of CEO. This study has several limitations and further study on the actual performance of dual ladder system should be performed. In addition, dual ladder system can be adapted differently in a corporate laboratory or in a business unit laboratory.
The importance of R&D department has been gradually more stressed in management because of rapid technology innovation. Therefore excellent researchers and developers are needed to produce creative technical performance as well as excellent R&D manager to maximize sales and profit by linking the technical performance with the management results. In this viewpoint, the development of dual ladder is needed. One is a technical ladder and the other is a managerial ladder. The purpose of this study is to present a basic framework and principles for the design of dual ladder system in Korea based on nine case studies. In this study, seven foreign leading companies including Goodyear, Westinghouse, BPX, 3M, General Mills, Dow Corning, and Sony were analyzed. In addition, two Korean companies including Samsung and LG were also analyzed. For each case, analysis of background of introduction, type and structure, and operational characteristics of the dual ladder or multiple ladder system were analyzed as appeared in analysis framework. The research results are as following : This study suggests a framework and principles for the dual ladder system in Korea which include several detail issues such as : i) how to design the career path for the R&D personnel, ii) how to design the dual ladder system in Korea, iii) how to design positions and levels for the technical ladder, iv) how to minimize problems between technical ladder and managerial ladder due to collision of responsibilities and authorities in practice, and v) how to design organizational structure for the dual ladder system in Korea. In addition to above design issues, this study suggests solutions to overcome many potential problems which may be occurred by introducing the dual ladder systems in Korea. Finally, this study suggests the eight key factors for the success of dual ladder systems in Korea. First, a steering committee should be established for the successful introduction and operation of dual ladder system. Second, the design of dual ladder systems should be compatible to the organizational characteristics. Third, the technical ladder should be designed equivalent to the managerial ladder in terms of positions, salary range, recognitions, and compensations. Fourth, the technical ladder must maintain quality and prestige. The technical ladder should not be a dumping ground for the ineffective managers. Fifth, establishing eligible review committee for the promotion to the technical ladder is needed. Such committee can enhance objectiveness and fairness of evaluation. Sixth, dual ladder systems in Korea should be considered together with career development program, training, performance appraisal, and incentive systems in integrated aspect. Seventh, successful implementation of the dual ladder system needs recognition from company-wide and outside of company. Active public relations and dual ladder culture are also important. Finally, the most important factor is continuous commitment and support of CEO. This study has several limitations and further study on the actual performance of dual ladder system should be performed. In addition, dual ladder system can be adapted differently in a corporate laboratory or in a business unit laboratory.
주제어
#Dual ladder system HRM Career development R&D management Incentive 이원경력제도 연구전문직제도 이중승격제도 인센티브 인사관리 연구개발관리
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