이 연구는 글로벌 시장경쟁에서 한국 기업의 경쟁력 제고를 위해서는 증가하고 있는 외국인 근로자, 교포근로자, 결혼이민자, 농촌의 다문화가정 자녀 등 다양한 노동력의 가치를 인정하고 적극 활용하는 다양성 관리로 전환되어야 함을 선진국의 경험을 통해 강조하고 있다. 이들의 다양한 관점과 아이디어를 적극 활용함으로써 시장 확대를 위한 창의력과 혁신의 기회로 삼거나, 문제해결력을 제고할 수 있도록 다양성 관리에 대한 최고경영자의 강력한 리더십과 지원 및 여성과 소수자들에 대한 고용상의 평등대우를 위한 포용적인 조직문화와 인사시스템의 구축은 물론, 다양한 구성원들 간의 갈등과 차별을 방지할 수 있는 제도적 장치(다양성 최고 책임자(CDO)의 임명, 다양성 훈련 프로그램 실시, 다양성 문화 감사 등) 마련의 필요성을 제시하고 있다.
이 연구는 글로벌 시장경쟁에서 한국 기업의 경쟁력 제고를 위해서는 증가하고 있는 외국인 근로자, 교포근로자, 결혼이민자, 농촌의 다문화가정 자녀 등 다양한 노동력의 가치를 인정하고 적극 활용하는 다양성 관리로 전환되어야 함을 선진국의 경험을 통해 강조하고 있다. 이들의 다양한 관점과 아이디어를 적극 활용함으로써 시장 확대를 위한 창의력과 혁신의 기회로 삼거나, 문제해결력을 제고할 수 있도록 다양성 관리에 대한 최고경영자의 강력한 리더십과 지원 및 여성과 소수자들에 대한 고용상의 평등대우를 위한 포용적인 조직문화와 인사시스템의 구축은 물론, 다양한 구성원들 간의 갈등과 차별을 방지할 수 있는 제도적 장치(다양성 최고 책임자(CDO)의 임명, 다양성 훈련 프로그램 실시, 다양성 문화 감사 등) 마련의 필요성을 제시하고 있다.
In the recent Korean labor market, two paradoxical trends are progressing. One is the negative outlook on the shortage of workforce due to the aging society and low birth rate in the near future. The other is that demographic compositions in the workforce are gradually changing. Specifically, people...
In the recent Korean labor market, two paradoxical trends are progressing. One is the negative outlook on the shortage of workforce due to the aging society and low birth rate in the near future. The other is that demographic compositions in the workforce are gradually changing. Specifically, people with culturally diverse backgrounds, such as foreign workers, immigrants, offspring of Korean fathers and mothers from China, or children of rural multicultural families are increasing. Therefore Korean enterprises need to transform the human resource management(HRM) from managing an ethnically homogeneous workforce to a diverse workforce with multicultural backgrounds. Other issues like conflicts and employment discrimination between dominant groups and minority groups are also emerging. In this paper, I reviewed the theoretical and empirical literature in relation to managing diversity. And some managerial implications for Korean enterprises were derived as follows. First, it is necessary to have strong leadership of managers and an organizational system to enlarge the profits of creativity and innovation, and to engage in problem solving from different perspectives and ideas of diverse employees. Meanwhile, businesses need to lessen the negative effects of intergroup conflicts and discrimination, communication, cohesiveness problems for maximizing organizational effectiveness. Second, it needs to establish inclusive corporate cultures valuing diversity and strong supports of top management. The equal treatment in employment, promotion, compensation and benefits etc. should be guaranteed and organizations must ensure equal treatment of minorities. Third, organizational innovation should be top-down, the standards of performance evaluation and diversity training programs should be established under the initiatives of top managers. Fourth, the strategic choices of companies should be shifted according to legal and political changes in a society. For example, equality strategy was adopted during the 1960s and 1970s as part of the social justice movement(equal employment and affirmative action) in the United States. But after the 1980s, diversity strategy was emphasized for the profits of business in a global economy. In conclusion, inclusive and multicultural corporate cultures should be created to utilize effectively the potentials of a diverse workforce. Also managing diversity should be strategically integrated with overall business objectives in HRM policies. Last but not least, a steadfast and ongoing support of top management for managing diversity will go far towards gaining a sustainable competitive advantage.
In the recent Korean labor market, two paradoxical trends are progressing. One is the negative outlook on the shortage of workforce due to the aging society and low birth rate in the near future. The other is that demographic compositions in the workforce are gradually changing. Specifically, people with culturally diverse backgrounds, such as foreign workers, immigrants, offspring of Korean fathers and mothers from China, or children of rural multicultural families are increasing. Therefore Korean enterprises need to transform the human resource management(HRM) from managing an ethnically homogeneous workforce to a diverse workforce with multicultural backgrounds. Other issues like conflicts and employment discrimination between dominant groups and minority groups are also emerging. In this paper, I reviewed the theoretical and empirical literature in relation to managing diversity. And some managerial implications for Korean enterprises were derived as follows. First, it is necessary to have strong leadership of managers and an organizational system to enlarge the profits of creativity and innovation, and to engage in problem solving from different perspectives and ideas of diverse employees. Meanwhile, businesses need to lessen the negative effects of intergroup conflicts and discrimination, communication, cohesiveness problems for maximizing organizational effectiveness. Second, it needs to establish inclusive corporate cultures valuing diversity and strong supports of top management. The equal treatment in employment, promotion, compensation and benefits etc. should be guaranteed and organizations must ensure equal treatment of minorities. Third, organizational innovation should be top-down, the standards of performance evaluation and diversity training programs should be established under the initiatives of top managers. Fourth, the strategic choices of companies should be shifted according to legal and political changes in a society. For example, equality strategy was adopted during the 1960s and 1970s as part of the social justice movement(equal employment and affirmative action) in the United States. But after the 1980s, diversity strategy was emphasized for the profits of business in a global economy. In conclusion, inclusive and multicultural corporate cultures should be created to utilize effectively the potentials of a diverse workforce. Also managing diversity should be strategically integrated with overall business objectives in HRM policies. Last but not least, a steadfast and ongoing support of top management for managing diversity will go far towards gaining a sustainable competitive advantage.
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