경력개발제도(CDP)가 직무만족도와 이직의도에 미치는 영향

Abstract

종래의 경력개발제도가 육성측면에서 훈련을 강조하였다면 지금은 학습기반의 성과창출을 강조하며 육성과 관리측면의 경계가 모호해지고 있다. 이는, 경력개발제도를 포함하는 조직내 인재경영활동 자체가 경영의 전략적 파트너로서 성과창출을 위한 현장의 문제해결을 강화하고 미래가치 창출기여의 역할비중이 높아져가고 있기 때문이다. 또한, 국내기업의 글로벌진출 본격화에 따른 인재육성의 변화도 중요한 역할이 되고 있다. 이러한 변화에 많은 기업들은 자체 내 유연하게 운영했던 경력개발제도를 이에 맞게 분석하고 자사에 맞게 구성하고 있다. 이에 본 연구에서는 경력개발제도의 주요 특수성인 개인적 관점과 조직적 관점이 육성측면의 직무만족도와 관리측면의 이직의도에 어떠한 영향을 미치는지를 규명하여 경력개발제도의 전략수립과 운영에 시사점을 도출하고자 한다. 이 연구를 위해서 경력개발제도에 대한 이론적인 배경은 기존문헌을 중심으로 선행연구를 하였으며, 국내 경력개발제도를 시행하고 있는 기업의 구성원 250명을 대상으로 전문가 검증을 통한 설문지를 조사하였고 회수된 226건의 설문 중 연구분석이 가능한 총 201건을 최종분석 하였다. 연구분석 방법은 SPSS Ver.18.0 프로그램을 활용하여 기술통계, T-검정, F-검정, 상관관계분석, 회귀분석을 실시하여 분석하였다. 연구결과, 첫째, 경력개발제도의 주요 특수성인 개인적 관점과 조직적 관점의 기대수준은 모두 직무만족도와 이직의도에 영향을 미치는 것으로 나타났다. 즉, 경력개발제도가 개인 및 조직적 관점의 기대수준을 모두 충족시킬때 직무만족도는 향상되고 이로인한 이직의도는 감소됨을 시사하고 있다.

둘째, 경력개발제도의 개인적 관점의 기대수준은 직무만족도와 이직의도에 영향을 미치는 것으로 나타났다. 이 검증은 개인적 관점의 경력개발제도 수준이 높을수록 직무만족도는 정(+)의 관계에 있으며 이직의도는 부(-)의 상관관계가 있음이 밝혀졌다. 이는, 경력개발제도 수립시 개인적 기대수준을 반드시 고려해야함을 시사하고 있다.

셋째, 경력개발제도의 조직적 관점의 기대수준은 직무만족도와 이직의도에 영향을 미치는 것으로 나타났다. 이는 조직에서 제시하는 경력개발제도의 성과를 예측해봄으로써 직무에 대한 보상 및 몰입등에 대한 만족도와 이직관리를 사전에 파악하여 행정적인 인력운영에 도움을 줄 수 있을 것이다.

결론적으로, 경력개발제도의 주요 특수성인 개인과 조직적 관점의 수준이 상호관계적일때 인재육성측면인 직무만족도와 인재관리측면인 이직의도를 효율적으로 관리할 수 있다. 즉, 구성원인 개인의 자발적인 경력개발 참여를 유도하고 조직은 구성원인 개인과 조직의 동반성장이 가능하도록 지원하며 지속적인 인재성장을 가능하게 하는 것이다. 이는 우수인재를 확보하고 성장시켜야 하는 경력개발제도의 주요 성과로 차세대 리더양성을 위한 체계적 접근이기도 하다.| While the CDP in the past focused on training in terms of development, the current program stresses learning based performance creation model, which makes the border between development and management obscure. This is because the talent management activities including the career development program are being recognized as a strategic partner with the organization management and important way to resolve the onsite problem for performance achievement as well as role to grow the future value. In addition, the change of fostering future talents is regarded significantly as many local companies expand globally nowadays. Corporations analyzed and adopted in-company flexible CDP to meet such needs. This study aims to figure out an effect of main characters of CDP from personal perspective and organizational perspective upon job satisfaction, a development aspect, and turnover intention, a management aspect and to introduce any suggestions for the strategy and operation of CDP. For the study, literary survey for the theoretical background of CDP was carried out, and questionnaire survey by the verification of a specialist for 250 employees in the companies with the implementation of CDP was done. 201 questionnaire sheets out of 226 were analyzed. Technical statistics, t-Test, correlation analysis and regression analysis using SPSS program were carried out to verify the research themes. First, personal and organizational expectation level on CDP had a significant relation with both job satisfaction and turnover intention. This is verification of hypothesis based on the result against the above two hypothesis verification. That is to say, when CDP satisfies personal and organizational expectation level, it improves job satisfaction and reduces turnover intention. Second, personal expectation level on CDP had a significant relation with job satisfaction and turnover intention. It demonstrated that the higher level of CDP in the personal perspective had positive (+) relation with job satisfaction, and negative (-) relation with turnover intention. It indicates that personal expectation level should be considered when CDP is set up. Third, organization's expectation level on CDP had a significant relation with job satisfaction and turnover intention. While estimating performance of CDP suggested by the organization, it may assist actual HR operation by figuring out satisfaction on the reward and immersion of job, and turnover management in advance.

In conclusion, when the personal and organizational perspective level of CDP is interacted, it enables to manage job satisfaction of HR development, and turnover intention of HR management. It leads individuals in the group to participate in the career development willingly, which, in turn, makes it possible to have continual HR development. This is an ultimate objective of HR management in securing and growing talented human resources, and also a systematic approach to nurture next generation leader as a main result of CDP.; While the CDP in the past focused on training in terms of development, the current program stresses learning based performance creation model, which makes the border between development and management obscure. This is because the talent management activities including the career development program are being recognized as a strategic partner with the organization management and important way to resolve the onsite problem for performance achievement as well as role to grow the future value. In addition, the change of fostering future talents is regarded significantly as many local companies expand globally nowadays. Corporations analyzed and adopted in-company flexible CDP to meet such needs. This study aims to figure out an effect of main characters of CDP from personal perspective and organizational perspective upon job satisfaction, a development aspect, and turnover intention, a management aspect and to introduce any suggestions for the strategy and operation of CDP. For the study, literary survey for the theoretical background of CDP was carried out, and questionnaire survey by the verification of a specialist for 250 employees in the companies with the implementation of CDP was done. 201 questionnaire sheets out of 226 were analyzed. Technical statistics, t-Test, correlation analysis and regression analysis using SPSS program were carried out to verify the research themes. First, personal and organizational expectation level on CDP had a significant relation with both job satisfaction and turnover intention. This is verification of hypothesis based on the result against the above two hypothesis verification. That is to say, when CDP satisfies personal and organizational expectation level, it improves job satisfaction and reduces turnover intention. Second, personal expectation level on CDP had a significant relation with job satisfaction and turnover intention. It demonstrated that the higher level of CDP in the personal perspective had positive (+) relation with job satisfaction, and negative (-) relation with turnover intention. It indicates that personal expectation level should be considered when CDP is set up. Third, organization's expectation level on CDP had a significant relation with job satisfaction and turnover intention. While estimating performance of CDP suggested by the organization, it may assist actual HR operation by figuring out satisfaction on the reward and immersion of job, and turnover management in advance.

In conclusion, when the personal and organizational perspective level of CDP is interacted, it enables to manage job satisfaction of HR development, and turnover intention of HR management. It leads individuals in the group to participate in the career development willingly, which, in turn, makes it possible to have continual HR development. This is an ultimate objective of HR management in securing and growing talented human resources, and also a systematic approach to nurture next generation leader as a main result of CDP.