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한국문화에 기반한 호텔인적자원관리와 직원 결과(Employee Outcomes)의 관계에 관한 연구
A Study on the Relationship between HRM Practices which is based on the Korean Culture and Employee Outcomes in the Korean Hotel Industry 원문보기

Culinary science & hospitality research = 한국조리학회지, v.23 no.8 = no.91, 2017년, pp.106 - 127  

이연우 (동의대학교 호텔컨벤션경영학과)

Abstract ▼ AI-Helper 아이콘AI-Helper

Most countries have their own culture that presents different types of behaviour. The employees' specific ways of working, according to each country, influence its organisation, thus cultural differences have become an essential issue in operating management. Therefore, this study explored how the d...

주제어

#HRM practices   #Organisational justice   #Employee outcomes   #Confucianism   #Hofstede's paradigm  

질의응답

핵심어 질문 논문에서 추출한 답변
기업들이 급변하는 글로벌 경쟁적 환경에 대응하기 위해 고려하고 있는 것은 무엇인가? 기업경영을 함에 있어서 이익의 극대화를 위해서는 인적 자원관리를 효율적으로 수행해야 하며 많은 선행연구들은 조직의 성과와 인적자원관리 관계의 중요성에 대해 입증해왔다(Truss, 2001; Paul & Anatharaman, 2003; Panayotopou-lou, Bourantas, & Papalexandris, 2003; Guerrero & Barraud-Di-dier, 2004; Paauwe & Boselie, 2005; Green, Wu, Whitten, &Medlin, 2006; Horgan & Miihlau, 2006). 기업들은 급변하는 글로벌 경쟁적 환경에 대응하기 위해 효율적인 인적자원 관리를 추구하고 있으며, 이와 관련해서 기업들은 다른 기업과 구별되는 경쟁적 전략을 내세우며 더 나은 성과를 도출하기 위해, 각 기업에 적합한 인적자원관리 인사제도(practices)를 채택해야 하는지를 고려하고 있다.
‘best practice’와 ‘best fit’이라는 두 가지 관점의 각 주장은 무엇인가? 인적자원의 효율성에 관한 연구는 주로 ‘best practice’와 ‘best fit’이라는 두 가지 관점에서 다루어져 오고 있으며, ‘best practice’를 지지하는 학자들과 ‘best fit’을 옹호하는 학자들 간의 논쟁은 지난 20여년 넘게 끊임없이 지속되고 있다(Gra-tton, Haily, & Truss, 2000; Boxall & Purcell, 2003; Ghobadian,O`Regan, Gallear, & Viney, 2004; Storey & Billsberry, 2005). 인적자원관리에 관한 ‘best practice’의 접근은 조직 내부와 외부 환경 변수들을 고려하지 않는 보편적인 관점(universal perspective)에서 접근하며 기업규모, 산업 또는 비즈니스 전략과 같은 요인들을 배제하며 몇 개의 인적자원 인사제도(practices)는 항상 기업에 긍정적인 영향을 미친다고 주장했다(Delery & Doty, 1996; Pfeffer, 1998; Appelbaum, Baily,Berg, & Kallegerg, 2000; Wright, Gardner, & Moynihan, 2003;Gould-Williams, 2004; Boselie, Dietz, & Boon, 2005). ‘Best practice’의 대표적인 학자인 Pfeffer (1998)는 그의 연구에서 고용안정을 위한 노력, 새로운 직원에 대한 신중한 선발관리, 조직 설계를 위한 기본 원리로서의 자율관리팀과 의사결정의 분권과, 조직성과에 연계된 높은 수준의 보상지급, 광범위한 교육훈련, 복장, 호칭, 사무실 배치, 임금격차 등에서의 신분 차별과 기타 장애 요인의 완화, 회사의 재무 및 성과정보에 대한 조직 전체내의 광범위한 공유 등 7가지 차원의 인적자원 인사제도를 규명하였고, 모든 조직에서 이러한 제도를 도입할 때 기업성과가 높아진다고 주장하였다. 또한 Youndt, Snell, Dean과 Lepak(1996)의 연구에서는 직원채용, 훈련, 성과 평가와 보상의 4가지 차원으로 인적자원 인사제도를 나누었고 이러한 인사제도는 직원 생산성, 고객 맞춤형 등과 같은 다각적인 차원의 조직성과와 대부분 관련이 있음을 입증했다.
인적자원의 효율성에 관한 연구는 어떠한 관점에서 다루어져 오고 있는가? 인적자원의 효율성에 관한 연구는 주로 ‘best practice’와 ‘best fit’이라는 두 가지 관점에서 다루어져 오고 있으며, ‘best practice’를 지지하는 학자들과 ‘best fit’을 옹호하는 학자들 간의 논쟁은 지난 20여년 넘게 끊임없이 지속되고 있다(Gra-tton, Haily, & Truss, 2000; Boxall & Purcell, 2003; Ghobadian,O`Regan, Gallear, & Viney, 2004; Storey & Billsberry, 2005). 인적자원관리에 관한 ‘best practice’의 접근은 조직 내부와 외부 환경 변수들을 고려하지 않는 보편적인 관점(universal perspective)에서 접근하며 기업규모, 산업 또는 비즈니스 전략과 같은 요인들을 배제하며 몇 개의 인적자원 인사제도(practices)는 항상 기업에 긍정적인 영향을 미친다고 주장했다(Delery & Doty, 1996; Pfeffer, 1998; Appelbaum, Baily,Berg, & Kallegerg, 2000; Wright, Gardner, & Moynihan, 2003;Gould-Williams, 2004; Boselie, Dietz, & Boon, 2005).
질의응답 정보가 도움이 되었나요?

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