직무중심 인사관리가 구성원의 태도에 미치는 영향

초록

The recent management environment calls for a change in HR based on traditional seniority in Korean companies. Although the HR practice has advantages and disadvantages, Korean companies are suffering from various difficulties due to seniority-based HR. For example, there is an increase in high-position employees, problems of pay equity, lack of motivation, lack of professional training system, or side effects due to unfit of individuals and jobs in recruitment and placement. As an alternative, job-based HR is actively discussed. Job-based HR is based on systematic collection of job information and job evaluation. It refers to a HR system that manages all kinds of HR practices such as personnel planning, recruitment, evaluation, development, compensation, and turnover based on the contents and information of job. There are many arguments that the systematic and rational HR system based on job will be an alternative to the existing senior-based HR. However, the discussion so far has been lacking in empirical studies on the effects of job-based HR on Korean firms, as it is an exploratory study or a practical view. Based on these backgrounds, this study empirically analyzed the impact of job-based HR on employee attitude. The meaning of work, job engagement, person-job fit, burnout were set as dependent variables. And we analyzed the effect of job-based HR on each attitude variable. In order to verify the hypothesis, we collected data from 101 companies in various industries. To avoid the common method bias, organizational level information and job-based HR items were measured through HR managers. Individual level variables were measured and analyzed by the members of the company. Because the job-based HR and employee attitudes are composed of multi-level structure, HLM analysis method is used. The results of the analysis show that job-based human resource management has a significant positive effect on work meaning, job engagement, and person-job fit. However, job-based human resource management did not have a significant effect on job burnout. In conclusion, we suggested theoretical implications and practical implications for the practical utilization and successful operation of job-based human resource management. Furthermore, we discussed the limitations of this study and directions for future research.

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