Humanistic HRM and Perceived HR Outcomes: Evidence from South Korea = Humanistic HRM and Perceived HR Outcomes: Evidence from South Korea

다국어 초록 (Multilingual Abstract)

This study investigates the impact of the humanistic human resources management (HHRM) on the perceived human resources outcome. Despite of debate on humanistic management, the concept of humanistic HRM still remain open. The HHRM can be defined as a subsystem of the humanistic management orienting to the human virtue, in all its forms, to its fullest extent. As I emphasize ‘self-fulfillment’ among numerous human virtues, the research focus is put on the HR practices supporting self-fulfillment such as competency-building and participation. The humanistic HRM has unique nature distinguished from the prevailing strategic HRM(SHRM). Although both of them take commonly a people-first approach, the humanistic HRM oriented human itself differs from the strategic HRM focusing on competent talent with business goal orientation. And thus the HHRM put more emphasis on employee involvement and participation developing HR tools, while the SHRM do on building vocational competency.
In the view of the HHRM, I empirically examine the linkage between the humanistic HR practices and the perceived HR outcomes. The HR outcomes, measured by employers’ perception, involve the increase in vocational competency, labor productivity, work morale and employee retention. The empirical evidence shows that the humanistic HRM is positively associated with the HR outcomes. In particular, the participatory arrangement- e.g. MBO, TQM, EI(employee involvement) programs, suggestion box, etc.-has stronger impact on increase in the HR outcomes than the competency building support such as training and development program. It infers that the modern management is called for combining the humanistic approach in the view of business ethics to the strategic one both for employee satisfaction and for the success of business.