An Exploration of HR Activity Components for Internalization of Core Values in Large Korean Corporations

Abstract

The purpose of this study is to explore the components of HR activity for the internalization of core values in large Korean corporations, to determine differences between the importance and performance levels by comparing the components of HR activities, and to provide practical support to HR departments in the corporate field. Research questions are as follows. 【Question 1】 What are the components of HR activity for the internalization of core values in large Korean corporations? 【Question 2】 What is the difference between the importance and the performance levels of the components of HR activity for the internalization of core values in Korean corporations? To achieve the goal of this study, first, an FGI was conducted with interviewees from anonymous major domestic corporations. Second, a validity analysis was conducted through a factor analysis on 142 HR employees in anonymous major domestic corporations. Third, an IPA analysis was performed on 149 employees in anonymous domestic large corporations. Data analysis was accomplished using the SPSS 21.0 program. An alpha level of .05 was previously established for determining significance. In order to verify the validity and reliability of measuring instruments, exploratory factor analysis and reliability analysis were carried out. The results of this study are as follows. First, the results of FGI and factor analysis revealed 26 components of HR activities and 6 areas: Education/training, HR Assessment, Promotion, Organizational Innovation, Participation of Management, and Propagation. Second, the results of IPA are that the most important components among the 26 HR activities derived from this study should be developed, such as the leader's practice as a role model, organization development consulting, and training for global human resources. In conclusion, three major implications can be drawn from the findings of this study. First, this study could provide systematic guidance to HR departments for the internalization of core values. Second, a leader's practice as a role model, organization development consulting, and training for global human resources among the 26 HR activities should be prioritized in developing curricula and in conducting training courses to internalize corporate core values. Third, the findings of this study will establish the overall framework of HR activities by exploring the components of HR activities for the internalization of core values. This study will thus contribute to the establishment of short-term and long-term directions for strategic planning by providing HR departments with the framework for the internalization of core values.