SAP의 직무중심 인사관리 사례 연구

초록

Practical and theoretical interests in job-based HR have increased recently due to the need for the realization of rational and transparent HRM, the nurturing of job expert, and the implementation of standardized HR policies. However, because previous studies on job-based HR have focused mainly on the necessity and directions for job-based HR, there have not been sufficient case studies on the specific methods, process, and performance regarding the introduction and operation of job-based HR. Based on the background, this study explores the structure and performance of job-based HR with a focus on the case of SAP. SAP is a firm that has a standardized job-based HR that of capable of overseeing personnel dispersed throughout the world. It has also successfully operated a job-based HR system within Kore's business environment and culture. As such, this study selected SAP as a case to be examined because it has significant implication for Korean firms. This study has the following research objectives. First, we analyzed the structure of SAP's job-based HR in terms of SAP's HR guideline, SAP's GJA(Global Job Architecture) - a job architecture that standardized and formalizes SAP's job-based HRs, and SAP's job-based HR policies(including recruitment, promotion and progression, performance evaluation, compensation and development) that were based on the HR guideline and GJA. Second, we analyzed the performance of SAP's job-based HR according to three aspects - operational efficiency, global talent management, and strategic performance. In the conclusion, we suggested implication for improving HRM in Korean firms and operation job-based HR more efficaciously, based on the detailed contents of SAP's job-based HR.

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