Earticle

본 연구는 일본 기업 가운데 혁신적 인사제도로 잘 알려진 캐논의 인적자원개발전략을 중심으로, 캐논의 인적자원개발시스템에 대한 전반적인 체계와 특징을 문헌에 의한 탐색적 방법을 통해 체계적으로 분석한 뒤, 인적자원개발전략과 경영성과간의 영향관계에 대한 추론적 모델을 도출하여 제시하는 데에 주된 목적이 있다. 아울러 기업이 인적자원개발전략을 수립하여 인적자원개발시스템을 실제로 구축하고 운영하고자 할 때나 연구자들이 관련 연구를 수행하고자 할 때 도움이 될 수 있는 자료를 제공하는 것이 부차적인 목적이다. 이를 위해 먼저 관련 선행연구들을 간략하게 살펴본 뒤, 본 연구의 분석틀을 설계하였다. 그 다음 캐논의 인적자원개발전략을 캐논의 경영이념과 전사적 경영전략과 연계하여 분석한 뒤, 인적자원을 개발하기 위한 시스템으로서 인재개발센터와 생산직인재육성센터의 구성과 활동을 살펴보았다. 이어서 캐논의 경영성과(business performance)를 1996년부터 2012년까지의 매출액과 순이익, 시가총액과 매출액 등을 기준으로 한 글로벌 랭킹, 미국 특허등록 건수의 랭킹(2003년～2012년 기준)을 통해서 살펴보았으며, 끝으로 이러한 일련의 분석 자료를 바탕으로 ‘구성원의 성장욕구와 조직의 성장기회→구성원의 성장노력→Excellent HR→Excellent Company’라는 ‘HR전략과 경영성과간의 영향관계’에 대한 추론적 모델과 몇몇 명제들을 도출하여 제시하였다. 결론 부분에서는 본 연구의 요약, 시사점, 연구의 한계점 등을 정리하여 제시하였다.

The Canon is well known as an innovative HR system among the Japanese companies. It is the main purpose of this paper that is presented the inferential model on the relationship between the human resource development strategy and business performance after systematic analysis through the exploratory method by the literature for the overall system and the features of the Canon’s human resource development system. It is secondly purpose of this paper that provide useful data when the corporate build and operate the human resource development strategy and the human resource development system, and when researchers carry out research related to these. To this end, the relevant previous studies and the framework for analysis will be presented in the first part of this paper. Nextly, human resource development strategy was presented having a base of the business philosophy and corporate strategies of Canon, and the organization and activities of Canon Human Resources Development Center and Canon Monozukuri HR Development Center was introduced as the systems to develope human resources. Then Canon’s business performance was presented by the sales and net income in the 1996-2012 and the global ranking of market capitalization and sales, and the global ranking of the number of patents registered in the U.S. Finally, an Inferential Model and some propositions for the relations between human resource strategy and business performance was presented through analysis data given above, such as the relations among the growth needs and growth opportunities of members and the excellent human resource, and the excellent company. It is first proposition that member’s growth needs realized efficiently according to growth opportunity provided in the organization. It is second proposition that members can make easy effort to grow when they has their growth needs and growth opportunity in the organization. It is third proposition that we can develop and cultivate the excellent human resource when members’ growth needs was realized through growth opportunity in the organization. It is forth proposition that excellent company is ultimately formed by excellent human resources developed and cultivated when members’ growth needs was realized through growth opportunity provided in the organization. The summary of paper was presented with some of implications and the limitation of this study in the conclusion. It is first implication that we must be first cultivate and develop excellent human resource to glow excellent company. It is second implication that excellent global company introduce early and operate systematically and continuously opportunity or field such as Canon Human Resource Development Center and Canon Monozukuri HR Development Center. It is the limitation of this study that the inferential model and propositions was drew through only canon’s case analysis and then couldn’t generalized the inferential model and propositions. Nextly I will make up for this limitation of study with many companies for case analysis.

본 연구는 기업의 조직전략과 최고경영자의 리더십이 인적자원개발 부서의 전략적 인적자원개발 업무 수행에 어떻게 영향을 미치고 있는지를 분석하는데 연구의 목적을 두었다. 이러한 목적을 달성하기 위하여 관계문헌고찰을 통해 연구모형을 설계하고 이를 바탕으로 설문을 실시하였다. 연구결과 전략적 인적자원개발의 수행정도는 경력 면에서 오랜 인적자원개발 업무 경험자이며 높은 수준의 학력자가 전략적 인적자원개발 업무 수행 수준을 높게 인식하고 있었다. 조직특성 측면을 보면 유통 판매업, 정보통신업이 타 업종에 비하여 상대적으로 높은 전략적 인적자원개발 수준을 보였고, 기업규모가 클수록 그 수준이 높았다. 조직전략 유형에 따른 전략적 인적자원개발 업무 수행 수준은 선봉형, 방어형, 분석형 순이었다. 최고경영자의 리더십에 따른 전략적 인적자원개발 업무 수행 수준 차이를 보면 민주형 최고경영자가 가장 높은 수준을 보였으며 다음으로 자유방임형, 전제형 순이었다.

The purpose of this study was to analyze the effect on organizational strategy and CEO's leadership on SHRD(strategic human resource development) activities in enterprises. The individuals who worked longer at the HRD department with higher academic background achieved higher SHRD activity level. With respect to the characteristics of the enterprises, distribution & sales industry and IT(information technology) industry showed highest SHRD activity level. The prospector organizational strategy type showed highest level of SHRD. In relation to the CEO's leadership styles, the democratic leadership style was highest level in SHRD and was followed by Laissez-faire and autocratic leadership styles. In relation to the combination of leadership-strategy type, the combination of democratic leadership and prospector strategy type showed highest level of SHRD and laissez-faire leadership and prospector strategy type is next highest level.

Human resource management, development and strategy are getting more and more critical in semiconductor industry. A human resource is the most important resource in semiconductor companies as a human resource who has a technical knowledge can lead the company to a global growth. So this study focused on global semiconductor companies named TSMC, Intel, Samsung semiconductor and SK Hynix due to their effort of cherishing a human resource and their global growth through human resource management, development and strategy in semiconductor industry. And this study suggested a theoretical background of human resource management, development and strategy and set a research model and propositions to analyze how human resource management, development and strategy of global semiconductor companies affect their global growth. Finally, this study showed that human resource management, development and strategy of global semiconductor companies influenced on their global growth. Through these human resource management, development and strategy, all the companies could become global semiconductor companies. In addition, there are some implications regarding a human resource strategy which can be helpful to other companies.

The Republic of Korea (the RoK) has been dubbed “the Asian dragon” in recent decades thanks to its marvelous economy and technological development since the 1970s. One of the RoK’s most effective driving force for development and gaining outstanding achievements is education, to which the forces Resource Education Strategy has been applied successfully. The RoK government is well aware of the importance of human factors, so they have been confident in generating investments in education and finally turning the Korean intellectual economy into a “dragon”. In particular, the RoK has constantly reorganized ideas in education such as adjusting policies, content, models, and methods of education; paying attention to education from the universal to talent development, and building abundant human resources that could even fulfill the great demands from abroad. The RoK has demonstrated that it is successful in fostering human resources, creating human resources, training talent, improving intellectual standards, and ensuring stable economic development. Such a lesson deserves to be analyzed and studied. Vietnam has started educational development as one of the essential requirements of modernizing the country in the last three decades. Successful lessons from surrounding countries have been and will be an advantage for Vietnam, and from these lessons it is impossible not to mention the RoK model. This historical process has witnessed a significant contribution of Korea-Vietnam relations to the development of both countries. The RoK’s experience in human resource education strategy can make a significant contribution to the current higher education reform in Vietnam, if it is well evaluated and alternatively applied. It is mainly the high-quality human resources that generate power for the RoK industrialization and modernization, so there must always be a similar pathway for Vietnam.

본 연구에서는 민간 기업의 ERP 시스템 도입성공전략과 공공기관 인사관리시스템과의 차이점등을 비교 분석하여 국방 인사정보체계 1단계 사업의 당위성(각군 통합 및 ERP 패키지개발)을 확인하고 합리적인 국방인사정보체계개발성공전략 및 향후 연구 방향을 제시하였다.

본 연구에서는 민간 기업의 ERP 시스템 도입성공전략과 공공기관 인사관리시스템과의 차이점등을 비교 분석하여 국방 인사정보체계 1단계 사업의 당위성(각군 통합 및 ERP 패키지개발)을 확인하고 합리적인 국방인사정보체계개발성공전략 및 향후 연구 방향을 제시하였다.

지식기반경제는 새로운 지식, 상품, 서비스 등을 창출하기 위해 조직 구성원들끼리 지식과 경험 공유하는 활동을 강조하고 있다. 지식경영 전략은 한 조직이 소유하고 있는 조직 구성 원의 역할에 관심을 가진다. 이런 사람 중심의 지식경영이 성공하기 위해서 조직은 다양한 조직 전략, 특히 조직학습 모형에 관심을 가져야할 필요가 있다. 그러나 지식경영과 조직학 습을 연계시키려는 연구는 아직 맹아기에 있다. 그리고 지식경영과 조직학습의 연계를 인적 자원개발과 연계시키려는 시도는 매우 드물다. 따라서 이 연구는 문헌조사를 통해 첫째 지식 경영과 조직학습의 다양한 개념과 관점을 분석하였다. 둘째, 지식경영과 조직학습과 관련된 문헌들을 분석하여 공통 요인을 추출하고 두 이론의 통합적인 개념적 틀을 모색하였다. 셋 째, 지식경영의 성공적인 적용과 실행을 위한 전략으로써 조직학습을 상정하고 이것이 인적 자원개발 전략에 주는 과제에 대해 모색하는데 있다.

Although the issues of knowledge management(KM) and organizational learning(OL) research are closely related those of human resource development(HRD), current studies still suffer from lack of effort to link the two. Thus, this study intended to find a common ground for conceptually bridging the two in order to identify the implications for developing new HRD strategies. This analysis and synthesis of the literature in the field of KM and OL first delved into various aspects of key concepts and theoretical models of KM and OL. Second, this study attempted to synthesize the findings and explore the possibility in which to integrate the two theories. Third, this study exerted to investigate and elaborate what implications the findings of the study might suggest in which way to design and implement HRD strategies and programs.

최근의 인사영역의 디지털 트랜스포메이션의 발전양상과 더불어 코로나 19 패러다임에 기반한 위기관리 및 변화관리적 시각을 고려했을 때, 글로벌 및 민간 영역의 전략적 인재개발 (Strategic HRD)의 관점과 한국 공공영역의 근본적 인재개발의 이론적 틀을 제공해 왔던 국가 인적자원개발 (National HRD) 간의혼합형 (hybrid형) 접근방식이 더욱 요청된다고 볼 수 있다. 본 연구에서는 포스트 코로나 시대 공무원 인재개발 추진전략을 1) 원격형 자기주도형 상시학습제도, 그리고 2) 부처 자율형 인재개발 수준진단 및 평가제도의 관점에서 살펴보고자 하였다. 부처 상시학습 자가진단 도구개발을 위한 전문가 초점 집단 인터뷰(FGI: Focus Group Interview)를 통해 전반적인 부처형 인재개발진단 방식과 상시학습제도와 관련한 진단문항을 개발, 적용하였다. 특히 <부처 인재개발 수준진단 및 상시학습 자가진단 도구>에서 반드시 다루어야 할 지표가 무엇인지, 이를 실제 적용할 때 주의해야 할 사항이 무엇인지에 대해 점검하여, <부처 인재개발 및 상시학습 자가진단 체크리스트> 시행의 적실성을 높이고자 하였다. 결론에서는 인터뷰 분석을 통한 다양한 시사점 제시를 통해 미래지향적 상시학습 수준 진단도구를 제안하고 부처 자율형 인재개발 수준 진단 도구의 정책적 함의를 논의하였다.

Considering the recent development of digital transformation in the HR field, as well as the perspective of crisis management and change management based on the COVID 19 paradigm, we need to address that a hybrid approach between the perspective of strategic HRD in the global and private sectors and the national human resource development(National HRD), which has provided the theoretical framework for fundamental talent development in the Korean public sector, is necessary. In this study, we attempted to examine the strategies for the promotion of human resource development for public officials in the post-COVID 19 era from the perspective of 1) an online self-directed constant learning system, and 2) a ministry-driven HRD diagnosis & evaluation system. Through a focus group interview (FGI) for the development of a self-diagnosis tool for the ministry's constant learning, the ministry-type HRD diagnosis method and diagnostic items related to the constant learning system were developed and applied. In particular, through <Ministry's HRD Level Diagnosis and Continuous Learning Self-Diagnosis Checklists and Tools> we tried to increase the adequacy and vapidity of implementation. In conclusion, by presenting various implications through interview analysis, we proposed a number of policy implications and caveats for adopting self-directed constant learning tools and a HRD diagnosis & evaluation system.