Earticle

초록

한국어

다양성이 성과에 미치는 혼재된 영향관계에 대한 논쟁은 최근까지 이루어지고 있다. 그러나 학습-통합관점에서 보면, 다양성은 경쟁우위 원천이며, 다양성 관리는 조직 생존의 결정적 요인이다. 다양성은 조직구성원들의 다양한 관점, 지식 등을 기반으로 변화와 혁신을 추구할 수 있는 인력구성 방식일 수 있고, 조직의 인력구성 다양성을 관리하기 위한 수렴적 메커니즘으로 고몰입 인적자원관리는 조직구성원과 조직간의 상호 호혜주의 규범, 조직구성원들 간의 평등을 강조하므로 효과적인 다양성 관리 방안일 수 있다. 본 연구는 국내 기업 85개를 대상으로 조직의 인력구성 다양성과 혁신성과간의 관계 및 고몰입 인적자원관리의 조절효과를 실증 분석하였다. 분석 결과, 학력수준 다양성, 신입/경력 입사 다양성이 조직 혁신성과에 정적인 영향을 주는 반면, 성별 다양성, 정규직/비정규직 다양성은 조직 혁신성과에 유의하지 않은 것으로 나타났다. 또한 고몰입 인적자원 관리는 학력수준 다양성, 신입/경력 입사 다양성과 조직 혁신성과간의 관계에서 정적인 조절효과를 보이는 반면, 성별 다양성과 조직 혁신성과간의 관계에서 부적인 조절효과 및 정규직/비정규직 다양성과 조직 혁신성과간의 관계에서 유의하지 않은 조절효과를 보이는 것으로 나타났다. 이러한 연구결과를 토대로 조직의 인력구성 다양성, 고몰입 인적자원관리가 조직 혁신성과에 미치는 함의와 시사점을 제시하였다.

영어

Up until now, most studies dealt with traditional variables such as satisfaction, performance outcomes in a debate over the impact of diversity on performance. Amid growing uncertainty in business administration environment, however, diversity is becoming an increasingly important factor in determining an organization's survival and development. Diversity will be alternative methods of workforce composition which pursue organizational change and innovation through employees’ various knowledge, perspective and so on. The composition of corporate workforce is becoming more and more diversified due to an increase in the number of women in the labor market, stark age and generational differences, employment of personnel from diverse professional backgrounds, growing immigrant population, and disparate values and cultures resulting from globalization. Among these factors, diversity in personnel makeup at domestic corporations is driven mainly by the growth in the number of female workers in th job market, hiring of workers from diverse professional backgrounds, and different types of employment designed to secure employment flexibility. This study focused mainly on gender diversity that reflects growth in the number of female workers in the domestic labor market, diversity in terms of educational levels representing recruitment of workers from a variety of professional backgrounds, hiring of both new and experienced workers, and different kinds of regular/irregular positions reflecting various types of employment meant to secure employment flexibility. The study also sought to clarify the impact of diversity in terms of gender, educational levels, composition of newly and experienced employees joining the workforce, and makeup of regular/irregular workforce on organizational innovative performance. To manage workforce diversity, high commitment HRM which emphasizes reciprocal norms between organization and employee, as well as equalitarian, collaboration among employees bases on convergent mechanism, will be effective organizational based diversity management. While the study has clarified the role of shared value, shared task knowledge and team identity, and team goal interdependence as a situational management mechanism in diversity management, relatively little attention has been devoted to HR management which directly affects members of an organization. Given that high-commitment HRM boosts a sense of unity between organization and individuals as well as a feeling of homogeneity and value sharing among members of an organization, high-commitment HRM can create a diversity premium that serves to maximize the effect of diversity. This study investigates the effect of workforce diversity on organizational innovative performance as antecedents, and moderating effect of high commitment HRM is examined. This study collected data from 85 Korean companies. The results showed that education level diversity, newcomer /experienced employee entry-type diversity had positive effects on organizational innovative performance, but gender diversity, regular/contingent employee diversity had not significantly effects on organizational innovative performance. in addition, high commitment HRM showed the positively moderating effect on the relationship between education level diversity, newcomer/experienced employee entry-type diversity and organizational innovative performance, but not for the relationship between regular/contingent employee diversity and organizational innovative performance, negatively moderating effect on the relationship gender diversity and organizational innovative performance. The study has the following implications. First, it is meaningful in that it has sought to conduct a study on diversity at the organizational level. Second, the study reveals stark differences between traditional outcome variable and innovative outcome variable. The research is also significant in that it emphasized the positive effects of diversity in workforce composition by stating that with the diversification of knowledge, perspectives and networks, the organization’s absorbing capacity also improves. Third, the study suggested that high-commitment HRM can also be called diversity-friendly HRM, a type of HRM that can secure homogeneity in organizations by inducing commitment among employees. This study, however, also cautions that extra attention should be paid to utilizing high-commitment HRM as a diversity management mechanism in high gender diversity organization. Limitations of the study and future research directions are as follows. First, too small a sample size renders generalization of research findings unfeasible. Second, the study used questionnaire seeking opinions of the management to measure organizational innovative performance. Future studies need to use commonly used objective indicators reflecting corporate characteristics to gauge innovative performance. Third, future studies need to collect and analyze diversity variables that can have a more direct bearing on organizational innovative performance, such as age diversity and diversity of professional backgrounds. Last, future research needs to identify contextual variables at various organizational levels such as organizational culture and policy as a diversity management mechanism.

목차

국문 요약
 Ⅰ. 서론
 Ⅱ. 이론적 배경
  2.1 국내 기업들의 인력구성 다양성 원인
  2.2 다양성의 효과
 Ⅲ. 연구모형과 가설설정
  3.1 연구모형
  3.2 조직의 인력구성 다양성과 혁신성과간의 관계
  3.3 고몰입 인적자원관리의 조절역할
 Ⅳ. 연구방법
  4.1 표본과 자료수집
  4.2 변수측정
  4.3 타당성 및 신뢰도 분석
 Ⅴ. 연구가설의 검증
  5.1 주효과 분석
  5.2 조절효과 분석
 Ⅵ. 연구 결과 및 시사점
  6.1 연구결과의 요약
  6.2 연구의 시사점
  6.3 연구의 한계 및 향후 연구과제
 참고문헌
 Abstract

저자

• 이진규 [ Lee, Jin-Kyu | 고려대학교 경영대학 교수 ] 제1저자
• 김태규 [ Kim, Tai-Gyu | 고려대학교 경영대학 교수 ] 공동저자
• 이준호 [ Lee, Jun-Ho | 호서대학교 경영학과 교수 ] 공동저자
• 김학수 [ Kim, Hack-Soo | 고려대학교 경영대학 강사 ] 교신저자

참고문헌