고몰입 인적자원관리가 종업원의 직무만족과 조직몰입에 미치는 영향

Abstract

본 연구에서는 중국에 진출한 한국 중소기업의 현지 종업원을 대상으로 고몰입 인적자원관리가 현지 종업원의 직무만족과 조직몰입에 미치는 영향을 살펴보았다. 고몰입 인적자원관리는 선행연구를 바탕으로 가장 많이 논의되고 있는 선발요건 강화, 고임금 정책, 광범위한 교육훈련, 경영정보의 공유, 고용안정 등 5가지로 측정하였고, 중국인의 인적자원관리 특성을 반영한 변수인 개인성과 중심의 차별적 평가와 보상, 한국인 관리자와의 관계도 추가하여 직무만족과 조직몰입에 미치는 영향을 분석하였다. 자료의 수집을 위해 중국 천진에 소재한 4개의 중소기업에 근무하는 중국인 종업원 중 제조 현장에서 근무하는 생산직 종업원을 제외한 나머지 중간관리자급 이상의 중국인 종업원들만을 대상으로 하여 설문조사를 실시하였고, 설문조사 자료를 이용해 가설을 검증하였다. 본 연구의 결과는 다음과 같다. 첫째, 고몰입 인적자원관리가 종업원의 직무만족에 미치는 영향에 대한 가설 검증 결과 광범위한 교육훈련과 한국인 관리자와의 관계가 종업원들의 직무만족에 영향을 미치는 변수인 것으로 나타났다. 즉 중국 현지 종업원들의 경우 회사가 업무와 관련된 다양한 훈련 프로그램을 제공하고 특정 분야에 대한 전문적 지식을 쌓도록 장려하는 등 종업원의 훈련에 많은 노력을 기울일수록 직무에 대한 만족을 느끼는 것으로 나타났다. 또한 한국인 관리자와 의사소통이 잘 이루어질수록, 그리고 한국인 관리자가 중국의 문화와 중국인들의 특성에 대해 잘 이해할수록 직무에 대한 만족도가 높아짐을 알 수 있다. 둘째, 고몰입 인적자원관리가 종업원의 조직몰입에 미치는 영향에 대한 가설 검증 결과 고용안정성과 한국인 관리자와의 관계가 조직몰입에 영향을 미치는 변수인 것으로 나타났다. 즉 중국 현지 종업원들의 경우 고용이 보장되고 원하는 한 계속해서 회사에서 일할 수 있다고 느낄수록 조직몰입이 높아지는 것으로 나타났다. 또한 중국 현지 종업원들은 한국인 상사와 의사소통이 잘 이루어질수록, 그리고 한국인 상사가 중국의 문화와 중국인들의 특성에 대해 잘 이해할수록 직무만족뿐 아니라 조직몰입 또한 높아짐을 알 수 있다. 많은 인적자원관리에 관한 연구가 국내 종업원을 대상으로 하고 있지만 본 연구는 중국 현지 종업원을 대상으로 하여 인적자원관리의 효과를 검증함으로써, 중국에 진출한 후 문화적 차이 등의 이유로 현지 종업원 관리에 어려움을 겪고 있는 한국 기업에 시사점을 제공할 수 있을 것이라 생각한다. 본 연구 결과를 통해 어떠한 인적자원관리 방식이 현지 종업원의 직무만족과 조직몰입을 높여 결과적으로 기업성과에 긍정적인 영향을 미칠 수 있는지 확인함으로써, 현지 채용 종업원의 효과적인 관리에 도움을 줄 수 있을 것이라 기대한다.|This paper investigates the effect that high-commitment human resource management for the local employees of Korean medium and small companies has on the employees’ job satisfaction and organizational commitment. The management was assessed by mostly discussed 5 elements on the previous studies of the enforcement of selection requirements, high wage policy, broad educational training, share of management information, and stability of employment. And differential assessment and compensation based on personal performance which reflects the characteristics of Chinese human resource management system and the relationship with Korean managers are added to the assessment. For the collection of data, a survey was conducted for Chinese employees above middle manager except for those who work at the manufacturing line in four medium and small companies in Tianjin, China. With the data the hypothesis was verified. The study results of this paper are as follow: Firstly, the verification of the hypothesis shows that the broad educational training and the relationship with Korean managers are the variables which affect to employee’s job satisfaction. That is, the more companies offer various training programs and encourage Chinese local employees to have professional knowledge for specific area, the more they are satisfied. Also, the more they can communicate with Korean manager and the Korean understand Chinese culture and characteristics, the more Chinese employees are satisfied. Secondly, the verification of the hypothesis shows the stability of employment and the relationship with Korean managers are the variables which affect to the organizational commitment. That is, the more Chinese local employees feel their employment is settled and they can work as long as they want, the higher the organizational commitment is. Also, the more they can communicate with Korean manager and the Korean understand Chinese culture and characteristics, the higher Chinese employees’ organizational commitment as well as job satisfaction are. While many studies about human resource management are targeted for Korean employees, this paper can give some insights to Korean companies which suffer managing Chinese local employees due to cultural difference and so on by the verification of the effect of human resource management for Chinese local employees. Through these results, the effective management for Chinese local employees can be expected by the verification that which human resource management method can enhance the local employees’ job satisfaction and organizational commitment and result in positive influence of the company.; This paper investigates the effect that high-commitment human resource management for the local employees of Korean medium and small companies has on the employees’ job satisfaction and organizational commitment. The management was assessed by mostly discussed 5 elements on the previous studies of the enforcement of selection requirements, high wage policy, broad educational training, share of management information, and stability of employment. And differential assessment and compensation based on personal performance which reflects the characteristics of Chinese human resource management system and the relationship with Korean managers are added to the assessment. For the collection of data, a survey was conducted for Chinese employees above middle manager except for those who work at the manufacturing line in four medium and small companies in Tianjin, China. With the data the hypothesis was verified. The study results of this paper are as follow: Firstly, the verification of the hypothesis shows that the broad educational training and the relationship with Korean managers are the variables which affect to employee’s job satisfaction. That is, the more companies offer various training programs and encourage Chinese local employees to have professional knowledge for specific area, the more they are satisfied. Also, the more they can communicate with Korean manager and the Korean understand Chinese culture and characteristics, the more Chinese employees are satisfied. Secondly, the verification of the hypothesis shows the stability of employment and the relationship with Korean managers are the variables which affect to the organizational commitment. That is, the more Chinese local employees feel their employment is settled and they can work as long as they want, the higher the organizational commitment is. Also, the more they can communicate with Korean manager and the Korean understand Chinese culture and characteristics, the higher Chinese employees’ organizational commitment as well as job satisfaction are. While many studies about human resource management are targeted for Korean employees, this paper can give some insights to Korean companies which suffer managing Chinese local employees due to cultural difference and so on by the verification of the effect of human resource management for Chinese local employees. Through these results, the effective management for Chinese local employees can be expected by the verification that which human resource management method can enhance the local employees’ job satisfaction and organizational commitment and result in positive influence of the company.