인간존중경영의 군 적용에 관한 연구

윤의식 경남대학교 경영대학원 2008 국내석사

본 논문은 제프리 페퍼에 의하여 제기된 ‘인간존중경영’의 軍 적용 방안에 대하여 연구하였다. 글로벌 경영 환경 아래 기업들은 국경의 제약 없이 우수한 인재를 영입하여 생산성의 극대화를 시도하고 있으나 소수의 인재들이 초래하는 문제점 즉, 이들의 조직 부적응 그리고 이들에 대해 기존 조직 구성원들이 느끼는 소외감 등의 부작용이 꾸준히 제기되어 온 것이 사실이다. 이에 대한 반향으로 제기된 제프리 페퍼의 ‘인간존중경영’은 조직 구성원들에 대하여 보다 사려 깊고 신중한 접근을 강조하는 이론으로 그 유용성이 광범위하게 입증되어 왔다. 그러나 ‘상명하복’과 ‘위계질서’가 강조되는 조직특성상 ‘인간존중경영’의 軍 적용은 용이하지 않은 것으로 인식되어 온 것이 사실이다. 이 논문에서는 ‘미래전 시대의 도래’, ‘병영문화 개선의 요구’ 그리고 ‘장병 사기 및 복지증진에 대한 요구’를 軍內 인간존중경영 도입에 대한 시대적 요청으로 확인하였으며 이에 ‘인간존중경영’의 軍 적용을 검토하기 위하여 네 가지 측면에서 도입 방안을 분석하였다. 즉, 첫째, ‘신분보장’ 측면으로 전문직업인으로서 직업군인의 고용 안정을 위한 노력을 경주해야 하며 둘째, ‘인재 Pool 관리’ 측면에서 군인으로서 사명의식 등 가치중심의 동기부여가 필요하며 셋째, ‘공정한 인사관리’ 측면에서 인사관리의 투명성 제고를 통해 구성원과의 신뢰 증진이 요구되며 넷째, ‘교육제도’ 측면에서 잠재역량 육성을 위해 교육에 대하여 다양한 지원이 필요한 것으로 분석하였다. 특히, 일반기업은 파격적인 인센티브로 우수한 인재의 영입이 가능한 반면 반면 다수의 凡人들로 최대의 전투력을 창출해야하는 조직특성상 ‘인간존중경영’은 軍에서 유용한 이론으로 평가되며 이의 軍 적용을 위하여 지속적인 연구가 필요함을 강조하였다. Recently, rapid growths of demands for highly qualified and talented people are souring all over the world with ongoing circumstances of global business world. However, such as excessive-payment or failure of adaptations of newly recruited talents are widely recognized and discovered in this field. Besides that, the other members of the current organization are alienated from this favor of highly qualified and paid talents. This study proposes wholly different perspectives on Human Resource Management which has been presented by Jeffrey Pfeffer. The Human-Oriented methodology approaches these problematic situations of human resource management. Far from the commonly accepted ideas on HRM, this methodology offers considerate and thoughtful dealing with the members of company. And this study also measures the possibilities of the adaptation on military organizations which have similarities on guaranteed retiring age and internal promotion system.

Research on the Impact of Flexibility-oriented Human Resource Management on Technological Innovation Performance in SMEs

REN LI 가천대학교 일반대학원 2022 국내박사

Abstract Research on the Impact of Flexibility-oriented Human Resource Management on Technological Innovation Performance in SMEs Ren Li Supervised by Prof.Jin Shanyue Dept.of Business Administration Graduate School of Gachon University In the context of complex political environment, accelerated economic transformation, the epidemic affecting all aspects of society, and the coexistence of challenges and opportunities in the technological environment, the market and technological dynamics and instability faced by small and medium-sized enterprises (SMEs) have gradually increased. This has driven enterprises to take active measures in the passive environment, starting from internal reform, the human resource factor has become more prominent in the "human-machine-environment" system of the enterprise. Internal drive and creativity, thereby improving the technological innovation performance of the organization has become one of the core management issues. The tolerance and coping methods of SMEs to the external environment are different from those of large enterprises. In view of the limitations of SMEs' own objective conditions, human resources based on Resource-Based View are also regarded as an important strategic asset. So it is advantageous for SMEs to analyze the instability and uncertainty in their developing progress and to clarify the boundary conditions of the flexibility-oriented human resource management’s internal mechanism with Dynamic Capabilities Theory and Absorptive Capacities Theory, so as to bring sustainable innovation performance and competitive advantages to enterprises. This research, based on Resource-Based View, Dynamic Capabilities Theory and Knowledge Absorptive Capacities Theory, aims to further enrich the relative research results of the theories application in Chinese SMEs, and provide quality and efficient supports for enterprises to improve their human resource management practice systems. The main contents of this research include: (1) Construction of research model based on Resource-Based View; (2) Analysis of the composition of research elements related to Resource-Based View, Dynamic Capabilities Theory, and Knowledge Absorptive Capacities Theory; (3) Analysis of the main effect, mediating effect and moderating effect affecting technological innovation performance in SMEs; (4) Hypothesis verification and model correction of the empirical analysis; (5) Research conclusions and suggestions. Aiming to solve the problem of the lack of sufficient empirical evidence for model building in the traditional literature on flexibility-oriented human resource management and companies’ technological innovation performance, this study designed a questionnaire consisting of 43 questions and obtained valid questionnaire data from senior managers of 296 SMEs (enterprises with a population of ≤ 250 according to EU standards). It proved a solid mechanism and relationship between all variables. Empirical analysis methods are used such as Linear regression, Bootstrapping, Robust regression and etc. to test the mechanism of resource-flexibility-oriented human resource management, coordination-flexibility-oriented human resource management, technology dynamic capability, market dynamic capability, knowledge absorptive capacity on the dependent variable——technological innovation performance. It is found that: (1) both resource-flexibility-oriented human resource management and coordination-flexibility-oriented human resource management are respectively positively related to technological innovation performance; (2) both variables are positively related to technology dynamic capability; (3) both variables are positively related to market dynamic capability; (4) technology dynamic capability is positively related to technological innovation performance; (5) technology dynamic capability serves an important mediator in the relationship between flexibility-oriented human resource management and technological innovation performance; (6) knowledge absorptive capacity moderates the relationship between technology dynamic capability and technological innovation performance. According to the data test results, a relationship model between flexibility-oriented human resource management and technological innovation performance is introduced, and the robustness of the model is verified. The research results contributes to improve SMEs’ human resource management systems, enhance their strategic flexibility to respond to changes from the external environment, and maintain a high level of technological innovation output. It provides effective empirical support for further enriching the application of Resource-Based View, Dynamic Capabilities Theory and Absorptive Capacity Theory in SMEs.

성과지향적 인적자원관리, 직무만족, 혁신행동의 관계 및 사회적 자본의 조절효과 : 중소기업을 중심으로

오승택 상지대학교 2019 국내박사

최근 급변하는 기업 경영환경에서 모든 조직들은 환경변화에 적응할 수 있는 혁신행동을 요구하고 있다. 이러한 변화에 적응하지 못하면 조직은 경쟁에서 뒤쳐지고 도태되기 때문에 기업의 경우 꾸준한 혁신활동의 노력을 하고 있다. 그런데 우리나라 중소기업의 주요 문제점은 전문 인력과 자본부족으로 거론되고 있으며, 이에 따른 혁신활동은 미흡한 것으로 나타나고 있다. 그리고 기업 간 경쟁이 심화되면서 인적자원관리 방법도 성과지향적 인적자원관리로 변화되고 있으며 구성원들의 혁신활동도 요구되고 있다. 그런데 중소기업의 경우 전문 인력 부족과 막대한 자본이 요구되는 급진적 혁신은 어렵지만 구성원들 자신의 업무수행과 관련이 있는 범위 내에서 업무개선이나 비용절감, 서비스향상과 같은 아이디어를 만들어내고, 구성원들이 이것을 공유하고, 기업의 경쟁력 제고를 높이는 방안으로 활용할 필요가 있다. 이러한 결과는 구성원들이 상호 신뢰감을 갖고 비전을 공유하며, 함께 노력할 때 그 효과는 높아질 것이다. 이에 본 연구에서는 중소기업 종사자들을 대상으로 성과지향적 인적자원관리와 혁신활동의 관계를 실증분석하고, 이들 관계에서 사회적자본의 조절효과를 분석하고자 한다. 연구조사 분석 결과에 따르면, 성과지향적 인적자원관리와 직무만족의 관계, 그러한 관계에서 사회적 자본의 조절효과를 보면 경력개발과 교육훈련은 내재적 직무만족과 외재적 직무만족 모두에 대해 긍정적 영향을 미치는 것으로 나타났으며, 임금관리는 내재적 직무만족과 외재적 직무만족 모두에 대해 유의적 영향을 미치지 않는 것으로 나타났다. 또한 성과지향적 인적자원관리와 직무만족의 관계에서 사회적 자본의 조절효과에 대한 분석결과 교육훈련과 내재적 직무만족의 관계에서 신뢰의 부정적 조절효과가 나타났으며, 채용관리, 경력개발, 임금관리와 내재적 직무만족의 관계에서는 신뢰의 조절효과가 나타나지 않았다. 그리고 채용관리, 경력개발, 임금관리, 교육훈련과 외재적 직무만족의 관계에서 비전공유의 조절효과도 나타나지 않았다. 직무만족과 혁신행동의 관계 및 사회적 자본의 조절효과에 대한 분석결과 내재적 직무만족과 외재적 직무만족은 모두 아이디어개발과 아이디어실행에 대해 긍정적 영향을 미치는 것으로 나타났다. 그리고 직무만족과 혁신행동의 관계에서 사회적 자본의 조절효과에 대한 분석결과, 외재적 직무만족은 사회적 자본의 구성요소인 신뢰나 비전공유와 상호작용하여 아이디어개발과 아이디어실행에 영향을 미치는 효과가 나타나지 않았다. 이에 대해 내재적 직무만족은 신뢰와 상호작용하여 아이디어개발과 아이디어실행에 긍정적 영향을 미치는 것으로 나타났다. 내재적 직무만족은 비전공유와 상호작용하여 아이디어개발과 아이디어실행에 긍정적 영향을 미치는 것으로 나타났다. 구체적으로 내재적 직무만족과 외재적 직무만족은 모두 아이디어개발과 아이디어실행에 긍정적 영향을 미치는데 신뢰수준과 비전공유 수준이 높은 경우에 긍정적 효과정도가 증폭됨을 의미한다. 중소기업을 임직원을 대상으로 한 본 연구에서는 성과지향적 인적자원관리가 직무만족에 미치는 영향과 직무만족이 혁신행동에 미치는 효과, 그리고 사회적 자본의 역할에 대하여 이해의 폭을 넓히는 기회를 마련했다는 점에서 의의가 있을 것이다. Innovative behavior of employees is of great significance to organizational effectiveness and survival. Especially in today’s rapidly changing business environment it is more and more important to be able to achieve a competitive advantage(Pieterse et al., 2010). Because employees want to receive reward according to their endeavors for organization, performance-orientation human resource management will be important factors for their motivation for innovative behavior. The purpose of this study is to review the relationships among performance-oriented human resource management(p-HRM), job satisfaction and innovative behavior, and the moderating effect of social capital in those relations in small & medium size business. In order to achieve the purposes mentioned above, data were gathered from 471 employees in small business employees and analysed to verify the proposed hypotheses. Multiple regression and multiple hierarchical regression analysis were applied to test the proposed hypotheses: 1) the relationship between p-HRM(recruitment, career development, compensation, training/ education) and job satisfaction(intrinsic job satisfaction, extrinsic job satisfaction), 2) the relationship between job satisfaction and innovative behavior(idea generation, idea realization), 3) the moderating effect of social capital(trust, shared vision) on the relationship between p-HRM and job satisfaction, 4) the moderating effects of social capital on the relationship between job satisfaction and innovative behavior. Empirical survey's findings are as follows; First, career development and training/education appeared to be positively related with intrinsic job satisfaction and extrinsic job satisfaction. Recruitment appeared to be positively related with intrinsic job satisfaction. But, compensation didn’t appear to be significantly related with intrinsic job satisfaction and extrinsic job satisfaction. Second, intrinsic job satisfaction and extrinsic job satisfaction appeared to be positively related with all innovative behavior factors(idea generation and idea realization). Third, trust(one of social capital factors) moderated negatively the relationship between training/education and intrinsic job satisfaction. But except this one moderating effect, there were no other moderating effect on the relationships between p-HRM(recruitment, career development, compensation, training/education) and job satisfaction (intrinsic and extrinsic job satisfaction). And shared vision had not moderating effect on the relationships between p-HRM factors and job satisfaction. Fourthly, trust and shared vision appeared to moderate positively the relationships between intrinsic job satisfaction and innovative behavior factors(idea generation and realization), but there were no moderating effect on the relationships between extrinsic job satisfaction and innovative behavior.

이해관계자 중심의 인적자원관리 시스템 개념화 및 척도개발 연구

하상균 경희대학교 대학원 2022 국내박사

본 연구의 목적은 이해관계자 중심의 인적자원관리 시스템의 개념을 정립하고 척도를 개발하는 것이다. 주주 중심의 경영은 기업의 존재이유를 오직 주주의 이익극대화에서 찾기 때문에 경영전략의 주요기조는 투자한 자본금대비 이익율의 향상과 단기성과주의를 지향하지만, 이해관계자 중심의 경영은 주주를 포함한 종업원, 협력업체, 지역사회, 자연환경과의 공존공생을 지향한다. 즉 이해관계자 중심의 경영은 기업이 사회가 진정으로 요구하는 제품과 서비스를 생산하여 인류의 복지에 기여하고, 모든 종업원의 인간으로서의 존엄성을 존중하고, 지역사회와 협력업체에 대한 공정한 배분을 보장하면서도 재무적 성과를 창출하는 경영전략과 CSR 활동의 통합 모형이라고 부를 수 있다. 그런데, 이런 의미의 이해관계자 중심의 경영을 경영현장에서 실천하기 위해선 인적자원관리시스템의 변화가 필수적이다. 왜냐하면 이해관계자 중심의 경영을 구호나 슬로건이 아니라 경영현장에서 실천하기 위해선 종업원의 태도와 가치관의 변화가 필수적이며, 이를 동기부여해 줄 수 있는 인적자원관리 시스템이 필요하기 때문이다. 주주 중심의 경영과 정렬된 인적자원관리 시스템이 존재하듯이, 이해관계자 중심의 경영과 정렬된 인적자원관리 시스템이 필요하다. 그렇다면, 이해관계자 중심의 인적자원관리 시스템은 어떻게 정의할 수 있는가? 이 질문이 제3장의 핵심 질문이다. 본 연구는 이 질문에 답하기 위해 이해관계자의 개념과 이론의 전개 과정을 고찰하였으며, 이해관계자 중심의 경영과 주주 중심의 경영 간의 차이를 기존 선행연구에 대한 문헌연구를 통해 규명하였다. 그리고 전략적 인적자원관리 이론의 전개 과정과 이해관계자 중심의 경영과 전략적 이론 간의 연구 동향도 고찰하였다. 이를 통해 이해관계자 중심의 전략적 인적자원관리 시스템의 개념을 정립하였다. 이를 통해 이해관계자 중심의 인적자원관리 시스템을 다음과 같이 정의한다. "이해관계자 중심의 경영이 지향하는 가치와 수직적으로 정렬되고, 인적자원관리의 각 기능인 인력확보, 개발, 보상, 성과관리, 직무설계, 노사관계 등이 일관성과 일치성을 갖추어 종업원의 태도와 행동에 영향을 미쳐 이해관계자 중심의 경영실천을 촉진하는 인적자원관리 시스템이다." 여기서 정립된 개념은 제4장의 척도 개발을 위한 문항 개발의 기초 자료로 활용하였다. 제4장의 핵심 질문은 이해관계자 중심의 전략적 인적자원관리 시스템의 타당한 척도는 무엇인가이다. 이 질문에 대한 답을 얻기 위해 제4장에서는 이해관계자 중심의 전략적 인적자원관리 시스템의 척도를 개발하고 그 척도의 타당성을 검증하였다. 전통적으로 척도의 유용성은 내용타당성, 구성타당성, 준거 타당성 충족여부로 판단한다(Nunnally, 1978; 유민봉 등, 2012). 본 연구의 궁극적 목적은 이해관계자 중심의 경영 실천을 위한 인적자원관리 시스템의 개념을 정립하는 것이며, 현장에서 인적자원관리 시스템을 설계할 때의 명확한 기준 혹은 지침으로 활용하기 위해 척도를 개발하고 그 타당성을 검증하기 위해 구성원의 인식의 수준에서 측정한다. 본 연구의 시사점은 크게 2가지로 설명할 수 있다. 하나는 기존 연구가 거의 없었던 이해관계자 중심의 인적자원관리 시스템의 개념을 제안하였고, 이의 실천 여부를 판단할 수 있는 척도를 개발하였다는 점이다. 두번째는 실무상으로 이해관계자 중심의 경영 실천을 위한 인적자원관리 시스템 재설계의 아이디어를 제공한다는 점이다. The purpose of this study is to establish the concept of a human resource management system for stakeholder-oriented management paradigm and to develop a measurement scale system. The shareholder-oriented management paradigm pursues that goal of maximizing shareholder profits. Therefore, the shareholder-oriented management's strategy is excessively obsessed with the improvement of the rate of return relative to the invested capital and short-term performance. However, the purpose of stakeholder-oriented management paradigm is to coexist and cooperate with stakeholders such as employees, partners, communities, and the natural environment, including shareholders. In other words, the stakeholder-oriented management paradigm ultimately takes aim at contribution to the welfare of mankind by producing products and services that society demands, while respecting employees, and producing financial results through cooperation with local communities and partners. Therefore, the characteristics of stakeholder-oriented management strategy can be called as an integrated model of management strategy that genuinely integrates CSR activities. Accordingly, in the contemporary field of Management, it is essential to transform the human resource management system in order to support stakeholderoriented management paradigm. It is because to promote changes in employee attitudes and values through a human resource management system aligned with stakeholderoriented management will be essential for the genuine practice of the new management paradigm. Chapter 3 defines the stakeholder- oriented human resource management system, which is the key question of this thesis. To answer this question, this study specifically examined the development process of the concept and theory of stakeholders, the scope of stakeholders, and the stakeholder-oriented management model of representative researchers. In addition, the difference between the stakeholder-oriented management and the shareholder- oriented management was investigated through literature studies on previous studies, and the development process of human resource management theory was critically considered. Finally, the in-depth interview data with field experts were analyzed. The concept of a stakeholder-oriented human resource management system was conceptualized through the integration of a deductive approach (literary study) and an inductive approach (in-depth interview). The stakeholder-oriented human resource management system is vertically aligned with the values aimed at stakeholder-oriented management. In addition, it is a system in which each function of human resource management, such as recruitment, development, compensation, performance management, job design, and labor-management relations, are horizontally aligned. In Chapter 4, a scale is developed based on the concept derived from Chapter 3. First, generation of the first questionnaire items and content validity verification were conducted. Second, generation of secondary questionnaire items and construct validity verification were conducted. Third, the criterion validity test was conducted. There are two main implications for this study. First, the concept of the stakeholderoriented human resource management system, which had few existing studies, was proposed, and a measurement scale for the stakeholder-oriented HRM system was developed. Second, this thesis provides the idea of redesigning the strategic human resource management system for the newly emerging stakeholder-oriented management paradigm.

전략적 인적자원관리 시스템이 고객지향성에 미치는 영향연구 : 상사의 서번트리더십의 조절효과를 중심으로

박재성 경기대학교 2012 국내박사

The most important task in the corporate management is how can companies raise the competitive position of an organization and improve their performance by eliciting organizational members' spontaneity and originality. The human resource management, which can be hard to imitate and gain a competitive advantage over rival companies, is a core competence of hotel companies. But the necessity of study is brought up because many studies on the strategic human resource management system of our hotel companies are not being still carried out despite the importance of human resource management system. The purpose of this study is to figure out the relationship between variables through the concept and components of human resource management, the measurement of organizational performance, and the concept and components of customer orientation - organizational performance by inquiring into the precedent studies on the human resource management, and measure the positive relationship between strategic human resource management system and customer orientation through the hypothesis of servant leadership moderating variables by particularly arranging in order of the concept and components of servant leadership - moderating variable, and precedent studies on the organizational performance. To achieve this, a survey was carried out on employees, deputy section chiefs, section chiefs, deputy department heads and department heads in special first and second hotels located in the center of our hotel industry, Seoul. 453 copies of distributed total 500 questionnaires were collected, but 435 copies except unfaithful and inconsistent questionnaires were finally used to make an analysis of data. The verification research on the reliability and validity of scale was based on the responded questionnaires. The frequency analysis, factor analysis, correlation analysis, t-test, Duncan test, one way ANOVA, simple regression analysis, multiple regression analysis and hierarchical regression analysis were used to verify a hypothesis. The research findings are as follows. First, the effect of strategic human resource management system on customer orientation showed that selective employment, wide education training, participatory job design, the reduction of position gap and the degree of employment security by sub-levels had a positive effect on the relationship between strategic human resource management system and customer orientation. In other words, the customer orientation when selective employment appropriate to job in service hotel companies was higher than that when non-selective employment inappropriate to job. They could approach to your customer desired eye level by providing various work and service job educations for your customers after employment. Granting considerable discretion to decide each employee's works in the situation of service encounter, participating them in decision making related to their job, and granting wide authority and responsibility had a good effect on the customer orientation. The encouragement of company community and the reduction of wage gap without discriminative treatment will be able to have a good effect on the customer orientation. And the guarantee of employment security to hotel employees in the present reality when it is hard to ensure permanent jobs as in the past will be also able to give their psychological stability that can try their best for service. Second, the performance-related compensation and information sharing were not adopted. In other words, they were not important factors to employees for the service encounter of employees in the hotel industry as the incentive pay system, profit sharing wage and information sharing are the opposite result different from precedent studies on the manufacturing sector. Third, the general relationship between strategic human resource management system and customer orientation was partly adopted in the moderating part of servant leadership. The respect of value, the support of growth, the formation of community, authenticity, the display of leadership and the leadership sharing by sub-levels were partly moderated by the reduction of position gap, the wide education and training, the participatory job design, the performance-related security, the information sharing and the performance-related security, respectively, which employees showed more satisfactory job performance due to the supporting job by sub-levels of supervisors in the service encounter as the servant leadership of supervisors was a mediator between strategic human resource management system and customer orientation. Fourth, as for the results of this study, it was confirmed that if managers in hotel companies were dedicated to employment through the planed and strategized human resource management system, the continuous concern and support for employees, they would be important department managers who improve corporate management performance and play an essential part in hotels as junior executives. Fifth, the moderating effect of servant leadership showed hotel companies should note that hotel managers, who can fulfil servant leadership appropriate to a role as assistants improving employees' originality than transactional and/or transformational leadership for the leadership style of department managers, have a positive effect on organizational performance in that the highest educational background most of hotel employees had completed in the past was high school and college, but the highest educational background they have completed in recent years is rising as more than university.

Knowledge Acquisition and Utilization: The Impact of High Commitment Human Resource Management System and Market-oriented HRM Practices

Mijeong Kim 고려대학교 대학원 2011 국내석사

With great interest in knowledge management in various fields of studies, organizational researchers have eagerly sought for the appropriate work system to promote level of knowledge acquired and utilized. In this aspect, the current study examines impacts of human resource management (HRM) practices on knowledge acquisition and utilization. Consistent with prior research, high commitment human resource management (HCHRM) system is suggested to facilitate knowledge flow by building up competitive human resources and social climate to cooperate, interact, and trust. Along with the HCHRM system, the present study also captures the tendency to adopt market-oriented HRM practices that governed by market-type mechanism. Reflecting conflicting arguments concerning the market-oriented HRM practices, this study also examines the interaction effects between HCHRM system and market-oriented HRM practices on knowledge acquisition and utilization. The empirical results with 234 manufacturing companies in Korea support the positive role of HCHRM system on knowledge acquisition and utilization. In addition, interaction of HCHRM system with market-oriented HRM practices also shows positive synergy effects on both knowledge acquisition and utilization. The present study is valuable in terms of showing how HCHRM system can facilitates knowledge acquisition and utilization that are critical organizational capability. Furthermore, this study initiates to investigate the diverse relationships of HRM practices with the positive interactive effects of HCHRM system and market-oriented HRM practices.

Knowledge acquisition and utilization : the impact of high commitment human resource management system and market-oriented HRM practices

김미정 Graduate School, Korea University 2011 국내석사

An analysis on Hyundai card/capital's employee retention strategy

윤수경 서울대학교 대학원 2009 국내석사

(The) Impact of Strategic Human Resource Management Practices on Perceived Employee Outcomes : A Study on the Ministries of Defence and National Security and Education, Heritage and Arts in Fijian Civil Service

Mohini, Prashila Prya 서울대학교 대학원 2019 국내석사

The way to delivery service to the public is through having a good human resource Department. In the era of new public management, there is a lot of pressure on the employees to remain competitive in the labor force. With changes in the human resource management practices such as from a lifelong employment to a contract based employment leave employee in the edge of being completive. The major objective of the research was to determine the impact of strategic human resource management practices on perceived employee outcomes in the Fijian civil service. The research was conducted on two ministries in the Fijian civil service through questionnaire survey. The questionnaire was developed based on the literature review and past questionnaire was referred to and refined to suit accordingly. To determine the result a statistical analysis was conducted on the data collected. Further, the data was analyzed using descriptive statistics, Cronbach’s alpha, linear and multiple regression in order to test the hypothesis and answer the research questions. Following the analysis, the result showed that there is moderate impact of strategic human resource management practices on the job satisfaction and turnover intention in the Fijian civil service. Based on the findings from the analysis, recommendation were made in order to improve the level job satisfaction and reduce the turnover intention of employees in the Fijian civil service. Foremost, it was recommended that the ministries to stop giving wholesale training to employees. In addition, it was suggested that in order to maximum the job satisfaction level and minimum turnover intention of employee the human resource department should develop a checklist of the strategic human resource management policies development and implementation. 대중에게서비스를제공하는방법은훌륭한인적자원부를갖는것이다. 신공공관리시대에는노동력에서경쟁력을유지해야한다는압박감이크다. 인적자원관리의 변화와 함께, 고용기반 계약으로 평생 고용과 같은 사례시행들은 직원들을 경쟁의 궁지로 몰게 된다. 본 연구의 주요 목적은 피지 공무원 중 인지된 직원 성과에 대하여 전략적 인적 자원 관리 시행의 영향을 살펴보고는 것이었다. 본 연구는 피지 2개 중앙부처의 공무원에 설문조사를 실시하였다. 설문지는 문헌 연구를 바탕으로 개발되었으며, 과거 설문지를 참고하여 연구에 맞게 수정하였다. 결과를 알아보기 위해 수집된 데이터에 대한 통계 분석을 진행하였다. 또한, 가설을 검증하고 연구 질문에 대답하기 위해 기술 통계, 크론바흐 알파값, 다중 회귀 분석을 사용하여 분석하였다. 분석 결과, 전략적 인적자원관리 시행이 피지 공무원의 업무 만족도와 이직 의도에 미치는 영향은 미미했다. 분석 결과를 바탕으로 피지 공무원의 업무 만족도를 높이고 이직 의도를 낮춰야 한다는 권고가 제시되었다. 무엇보다도, 공무원들에게 대규모로 전체 교육을 하지 말 것을 권고한다. 중앙부처는 공무원들에게 제공되는 교육의 질에 초점을 맞추어야 하며, 이 훈련은 공무원들의 문제 해결과 분석 능력을 향상시키기 위한 구성원 프로세스 구축 과정의 일환이라는 것이 중요하다. 또한, 업무 만족도의 극대화와 이직 의도 최소화를 위하여 인적자원부서는 전략적 인적자원관리 정책 개발 및 실행 지침의 체크리스트를 개발해야 한다. 가장 중요한 것은 인적자원부서는 하급직 공무원이 그들의 걱정을 제기할 수 있으며 그들이 가지고 있는 기술을 업무에 활용할 수 있도록 하는 "문호개방정책"을 실시해야 한다. 그리고 업무를 수행하기 위해 실질적 기대를 가질 수 있도록 구축해야 한다.

의료현장 위해사례 분석을 통한 사용자 중심 휴먼팩터 의료기기 개발 방안

정상훈 연세대학교 대학원 2020 국내석사