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상사의 리더십 유형이 조직구성원의 핵심역량 (Core Competency)제고에 미치는 영향에 관한 연구
안규욱 한국경영사학회 2007 經營史學 Vol.45 No.-
The Global Management order in the twenty first century requires a new management paradigm. As the change of economic environment becomes severe and competition gets hotter, the importance of human resource is increasing among the managerial resources. thus, many companies and switching over their performance related HR fundamental to competency base. However, due to differences of viewpoints and interpretation upon core competency, and switching to a competency based HR management following unclear evidence of its impact on performance, it became difficult to accomplish the original plan of ensuring HR competitiveness. in order to find solutions about organizational performance related, and competency based HR management plan, this study aimed at systematic research of companies’s features, occupational category, and required competency of each level in advance. Through literature research, the concept, development, and utilization of core competency was investigated as a factor which affects organizational performance. Following the result analysis of this study, which indicates that competency is important as a factor influencing organizational performance improvement, in order to develop and manage competency based human resource, I’d like to suggest as follows. First, change in understanding of human resources is required. Until now, HR department’s major job was focused on recruiting, evaluating, training, job rotation, which features only individual efficiencies of each factor. However, HRM has to change, which directly influence management performance improvement. Th accomplish this, close investigation is required for whether present HRM is connected with organizational performance improvement. It si necessary to change understanding, which tries to connect organizational performance improvement and strengthened HR competitiveness in the long run. Second, clear definition about competency, which fits into one’s organization should precede. Owing to the differences in management environment, vision, strategies among organization, competencies needed to achieve these things are also naturally different. Third, continuous follow-up is required for previously defined competency. Because the defined competency is dependent of management environment, and an employee’s level of competency maintenance change in accordance with time pass, training, ect, HRM representative’s effort to continuous follow-up is necessary.
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