환경요인과 인적자원관리 전략이 경쟁전략에 미치는 영향에 관한 실증연구 An Empirical Study on the Impact of the Environmental Factors and Human Resource Management(HRM) strategy on Competitive Strategy원문보기
첫째, ‘환경특성 요인이 경쟁전략에 정(+)의 영향을 미칠 것이다.’는 환경불확실성과 적대성은 원가우위에 유의하며, 경쟁강도는 차별화와 집중화에 유의하며, 적대성은 원가우위와 집중화에 유의한 것으로 밝혀졌다. 따라서 환경특성 요인은 경쟁전략에 부분적으로 정(+)의 영향을 미치는 것으로 나타났다. 둘째, ‘인적자원관리 전략은 경쟁전략에 정(+)의 영향을 미칠 것이다.’는 투자전략과 몰입전략은 원가우위, 차별화 및 집중화에 유의하한 것으로 밝혀졌다. 따라서 인적자원관리전략의 유인전략을 제외한 투입전략과 몰입전략은 경쟁전략에 정(+)의 영향을 미치는 것으로 나타났다. 셋째, ‘인적자원관리전략이 인적자원관리 성과에 정(+)의 영향을 미칠 것이다.’는 투자전략은 참여도에 유의하며, 몰입전략은 임금만족도, 참여도, 평가공정성 및 인력개발에 유의하며, 유인전략은 참여도, 평가공정성에 유의한 것으로 나타났다. 따라서 인적자원관리전략은 인적자원관리 성과에 부분적으로 정(+)의 영향을 미치는 것으로 나타났다. 넷째, ‘인적자원관리 성과는 ...
첫째, ‘환경특성 요인이 경쟁전략에 정(+)의 영향을 미칠 것이다.’는 환경불확실성과 적대성은 원가우위에 유의하며, 경쟁강도는 차별화와 집중화에 유의하며, 적대성은 원가우위와 집중화에 유의한 것으로 밝혀졌다. 따라서 환경특성 요인은 경쟁전략에 부분적으로 정(+)의 영향을 미치는 것으로 나타났다. 둘째, ‘인적자원관리 전략은 경쟁전략에 정(+)의 영향을 미칠 것이다.’는 투자전략과 몰입전략은 원가우위, 차별화 및 집중화에 유의하한 것으로 밝혀졌다. 따라서 인적자원관리전략의 유인전략을 제외한 투입전략과 몰입전략은 경쟁전략에 정(+)의 영향을 미치는 것으로 나타났다. 셋째, ‘인적자원관리전략이 인적자원관리 성과에 정(+)의 영향을 미칠 것이다.’는 투자전략은 참여도에 유의하며, 몰입전략은 임금만족도, 참여도, 평가공정성 및 인력개발에 유의하며, 유인전략은 참여도, 평가공정성에 유의한 것으로 나타났다. 따라서 인적자원관리전략은 인적자원관리 성과에 부분적으로 정(+)의 영향을 미치는 것으로 나타났다. 넷째, ‘인적자원관리 성과는 경영성과에 정(+)의 영향을 미칠 것이다.’는 임금제도만족, 평가공정성 및 인력개발은 시장성과 재무성과에 유의한 것으로 나타났다. 따라서 참여도를 제외한 인적자원관리 성과는 경영성과에 정(+)의 영향을 미치는 것으로 나타났다. 다섯째, ‘경쟁전략은 경영성과에 정(+)의 영향을 미칠 것이다.’는 원가우위와 집중화는 시장성과와 재무성과에 유의한 것으로 나타났다. 따라서 차별화를 제외한 경쟁전략은 경영성과에 정(+)의 영향을 미치는 것으로 나타났다. 여섯째, ‘인적자원관리전략은 경영성과에 정(+)의 영향을 미칠 것이다.’는 투자전략은 시장성과에 유의하며 몰입전략과 유인전략은 시장성과와 재무성과에 유의한 것으로 나타났다. 따라서 투자전략의 재무성과를 제외한 인적자원관리전략은 경영성과에 정(+)의 영향을 미치는 것으로 나타났다.
첫째, ‘환경특성 요인이 경쟁전략에 정(+)의 영향을 미칠 것이다.’는 환경불확실성과 적대성은 원가우위에 유의하며, 경쟁강도는 차별화와 집중화에 유의하며, 적대성은 원가우위와 집중화에 유의한 것으로 밝혀졌다. 따라서 환경특성 요인은 경쟁전략에 부분적으로 정(+)의 영향을 미치는 것으로 나타났다. 둘째, ‘인적자원관리 전략은 경쟁전략에 정(+)의 영향을 미칠 것이다.’는 투자전략과 몰입전략은 원가우위, 차별화 및 집중화에 유의하한 것으로 밝혀졌다. 따라서 인적자원관리전략의 유인전략을 제외한 투입전략과 몰입전략은 경쟁전략에 정(+)의 영향을 미치는 것으로 나타났다. 셋째, ‘인적자원관리전략이 인적자원관리 성과에 정(+)의 영향을 미칠 것이다.’는 투자전략은 참여도에 유의하며, 몰입전략은 임금만족도, 참여도, 평가공정성 및 인력개발에 유의하며, 유인전략은 참여도, 평가공정성에 유의한 것으로 나타났다. 따라서 인적자원관리전략은 인적자원관리 성과에 부분적으로 정(+)의 영향을 미치는 것으로 나타났다. 넷째, ‘인적자원관리 성과는 경영성과에 정(+)의 영향을 미칠 것이다.’는 임금제도만족, 평가공정성 및 인력개발은 시장성과 재무성과에 유의한 것으로 나타났다. 따라서 참여도를 제외한 인적자원관리 성과는 경영성과에 정(+)의 영향을 미치는 것으로 나타났다. 다섯째, ‘경쟁전략은 경영성과에 정(+)의 영향을 미칠 것이다.’는 원가우위와 집중화는 시장성과와 재무성과에 유의한 것으로 나타났다. 따라서 차별화를 제외한 경쟁전략은 경영성과에 정(+)의 영향을 미치는 것으로 나타났다. 여섯째, ‘인적자원관리전략은 경영성과에 정(+)의 영향을 미칠 것이다.’는 투자전략은 시장성과에 유의하며 몰입전략과 유인전략은 시장성과와 재무성과에 유의한 것으로 나타났다. 따라서 투자전략의 재무성과를 제외한 인적자원관리전략은 경영성과에 정(+)의 영향을 미치는 것으로 나타났다.
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 organiza...
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. Achieving high level of performance and goal can be done through competencies which are composed of knowledge, skill and attitude. The purpose of this study is summarized as accordingly presented; First, to examine environmental Factors, Human Resource Management(HRM) strategy and competitive Strategy Second, to establish the research model based on past research. Third, to verify research hypotheses empirically. Fourth, to elicit factors to improve the performance of the Small service Firms. The following hypotheses are set up for the research objectives. The multi-regression analysis is used to verify Hypothesis. Results of this study: First, some sub-hypothesis of hypothesis 1 are accepted and others are denied. It shows that environmental uncertainty and hostilities had a significant effect on cost leadership, environmental uncertainty and competitive strength had a significant effect on differentiation and environmental uncertainty, competitive strength and hostilities had a significant effect on centralization Second, some sub-hypothesis of hypothesis 2 are accepted and others are denied. It shows that investment and involvement strategy had a significant effect on cost leadership, differentiation and centralization Third, some sub-hypothesis of hypothesis 3 are accepted and others are denied. It shows that involvement strategy had a significant effect on the wage satisfaction, the participation rate, justice in evaluation and human resource development, inducement strategy had a significant effect on the participation rate, justice in evaluation and human resource development and investment strategy had a significant effect on the participation rate. Fourth, some sub-hypothesis of hypothesis 4 are accepted and others are denied. It shows that the wage satisfaction, justice in evaluation and human resource development had a significant effect on market and financial performance. Fifth, some sub-hypothesis of hypothesis 5 are accepted and others are denied. It shows that cost leadership and centralization had a significant effect on market and financial performance. Sixth, some sub-hypothesis of hypothesis 6 are accepted and others are denied. It shows that investment, involvement and inducement strategy had a significant effect on market performance and involvement strategy had a significant effect on financial performance. Strategic implications of this study are following. First, this study shows that the strategical Human Resource Management increases market and financial performance, develop and maximizes a personal ability and contributes to its continuous competitive advantage. The small service firms are stingy for the investment to development human resources. Investment to develop human resources is a crucial element which decides success or failure in the realization of goal for an enterprise. Second, this study shows that the small service firms may have to create and maintain their competitive advantage based on their core capabilities and differentiated strategies, which will lead continuous survival and profits of the firm. Limitations of this study are following : First, there are some problems in selecting and collecting samples because we chose only three domestic parts providers. Second, we was dependent on the horizontal method. So it's difficult to expect the future based on the trend of past and present time. Third, we used only questionnaires to collect the basic data, so it's hard to do the research objectively. So face-to face interview is needed to overcome the limitation of questionnaire.
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. Achieving high level of performance and goal can be done through competencies which are composed of knowledge, skill and attitude. The purpose of this study is summarized as accordingly presented; First, to examine environmental Factors, Human Resource Management(HRM) strategy and competitive Strategy Second, to establish the research model based on past research. Third, to verify research hypotheses empirically. Fourth, to elicit factors to improve the performance of the Small service Firms. The following hypotheses are set up for the research objectives. The multi-regression analysis is used to verify Hypothesis. Results of this study: First, some sub-hypothesis of hypothesis 1 are accepted and others are denied. It shows that environmental uncertainty and hostilities had a significant effect on cost leadership, environmental uncertainty and competitive strength had a significant effect on differentiation and environmental uncertainty, competitive strength and hostilities had a significant effect on centralization Second, some sub-hypothesis of hypothesis 2 are accepted and others are denied. It shows that investment and involvement strategy had a significant effect on cost leadership, differentiation and centralization Third, some sub-hypothesis of hypothesis 3 are accepted and others are denied. It shows that involvement strategy had a significant effect on the wage satisfaction, the participation rate, justice in evaluation and human resource development, inducement strategy had a significant effect on the participation rate, justice in evaluation and human resource development and investment strategy had a significant effect on the participation rate. Fourth, some sub-hypothesis of hypothesis 4 are accepted and others are denied. It shows that the wage satisfaction, justice in evaluation and human resource development had a significant effect on market and financial performance. Fifth, some sub-hypothesis of hypothesis 5 are accepted and others are denied. It shows that cost leadership and centralization had a significant effect on market and financial performance. Sixth, some sub-hypothesis of hypothesis 6 are accepted and others are denied. It shows that investment, involvement and inducement strategy had a significant effect on market performance and involvement strategy had a significant effect on financial performance. Strategic implications of this study are following. First, this study shows that the strategical Human Resource Management increases market and financial performance, develop and maximizes a personal ability and contributes to its continuous competitive advantage. The small service firms are stingy for the investment to development human resources. Investment to develop human resources is a crucial element which decides success or failure in the realization of goal for an enterprise. Second, this study shows that the small service firms may have to create and maintain their competitive advantage based on their core capabilities and differentiated strategies, which will lead continuous survival and profits of the firm. Limitations of this study are following : First, there are some problems in selecting and collecting samples because we chose only three domestic parts providers. Second, we was dependent on the horizontal method. So it's difficult to expect the future based on the trend of past and present time. Third, we used only questionnaires to collect the basic data, so it's hard to do the research objectively. So face-to face interview is needed to overcome the limitation of questionnaire.
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