인적자본의 활용을 통한 경쟁우위의 추구는 경영 환경에서의 다양한 변화에 대처하기 위한 기업들의 중요한 전략들 중 하나이다. 교육훈련은 인적자본의 능력을 개발하고 발전시키는 중요한 역할을 하며 교육훈련을 통하여 구성원의 조직몰입이 높아지므로 최종적으로 개인의 성과 향상은 물론 기업의 지속적인 가치창출이 가능해진다. 또한 기업들이 가지고 있는 고유의 조직문화는 구성원들의 태도에 영향을 미치기 때문에 조직문화의 유형에 따라 교육훈련의 효과성에 대한 직원의 인식이 조직몰입에 어떠한 영향을 미치는지를 알아보고 조직문화의 역할을 연구할 필요가 있다. 본 연구는 교육훈련의 효과성에 대한 직원의 인식과 조직몰입의 관계를 검토하고, 조직문화에 따라 교육훈련의 효과성에 대한 직원의 인식과 조직몰입의 관계의 변화를 확인함으로써 각 조직문화별 인적자원관리에 대한 시사점을 제시한다. 가설검증을 위해 인적자본기업패널(HCCP) 데이터의 2개년도(2011년, 2013년) 데이터를 분석하였다. 연구결과는 교육훈련의 효과성에 대한 직원의 인식과 조직몰입은 유의한 정적인 관계가 있으며, 관계지향문화에 따른 차이는 없지만, 과업지향문화가 낮을 때 그 관계가 강해지는 것으로 나타나 교육훈련의 효과성은 과업지향문화에 따른 조절적 영향이 있는 것으로 밝혀졌다.
In order to cope with rapid changes in current business environment, the pursuit of competitive advantage through the optimal use of human capital is one of the most important strategies to the firms. The employee training plays a key role in cultivating human capital, which can not only bring higher organizational performance but also create strong corporate values. Considering the fact that unique organizational culture in each firm affects the attitudes of organizational members in various ways, we sought to explore the role of organizational culture in order to examine how employee perception of training effectiveness affects organizational commitment. For this purpose, this study tests the relationship between employee perception of training effectiveness and organizational commitment and moderating effects by two types of organizational cultures in this relationship. Based on the analyses of the HCCP data, the results of this study showed that the employee perception of training effectiveness has a significant positive relationship on organizational commitment and that the relationship is constant in the clan-oriented organizational culture, whereas it is significantly weakened under the market-oriented organizational culture.
Ahn, S. Y. (2011). Influence of perception of education training on the member's organizational commitment in general hospitals. Korean Journal of Business Administration, 24(4), 2073-2087. http://www.riss.kr/link?id=A82674425
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.https://doi.org/10.1177/014920639101700108
Bartlett, K. R. (2001). The relationship between training and organizational commitment: A study in the health care field. Human Resource Development Quarterly, 12(4), 335-352. https://doi.org/10.1002/hrdq.1001
Bassi, L. J., & Van Buren, M. E. (1999). Valuing investments in intellectual capital. International Journal of Technology Management, 18(5-8), 414-432. https://doi.org/10.1504/ijtm.1999.002779
Bramley, P. (1996). Evaluating training effectiveness:Benchmarking your training activity against best practice. NY: McGraw-Hill Book Company. https://doi.org/10.1016/b978-0-7506-3948-4.50014-7
Bunch, K. J. (2007). Training failure as a consequence of organizational culture. Human Resource Development Review, 6(2), 142-163. https://doi.org/10.1177/1534484307299273
Cameron, K. S., & Quinn, R. E. (1999). Diagnosing and changing organizational culture. MA: Addison-Wesley.
Carr, J. Z., Schmidt, A. M., Ford, J. K., & DeShon, R. P. (2003). Climate perceptions matter: A meta-analytic path analysis relating molar climate, cognitive and affective states, and individual level work outcomes. Journal of Applied psychology, 88(4), 605-619. https://doi.org/10.1037/0021-9010.88.4.605
Cho, S. S., & Huh, M. G. (2013). Leadership, culture, and organizational ambidexterity -Based on the competing values model. Journal of Human Resource Management Research, 20(1), 15-38. http://www.riss.kr/link?id=A99604547
Coff, R. W., & Raffiee, J. (2015). Towards a theory of perceived firm-specific human capital. Academy of Management Perspectives, 29(3), 326-341. https://doi.org/10.5465/amp.2014.0112
Cropanzano, R., & Mitchell, M. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874-900. https://doi.org/10.1177/0149206305279602
Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of organizational life. Boston: Addison-Wesley. https://doi.org/10.1016/0007-6813(83)90092-7
DeSimone, R. L., Werner, J. M., & Harris, D. M.(2006). Human resource development. Orlando, FL: Harcourt.
Ferris, G. R., Hochwarter, W. A., Buckley, M. R., Harrell-Cook, G., & Frink, D. D. (1999). Human resources management: Some new directions. Journal of Management, 25(3), 385-426. https://doi.org/10.1177/014920639902500306
Garcia, M. U. (2005). Training and business performance: The Spanish case. The International Journal of Human Resource Management, 16(9), 1691-1710. https://doi.org/10.1080/09585190500239341
Green, F., Felstead, A., Mayhew, K., & Pack, A.(2000). The impact of training on labour mobility: Individual and firm‐level evidence from britain. British Journal of Industrial Relations, 38(2), 261-275. https://doi.org/10.1111/1467-8543.00162
Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011). Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework’s theoretical suppositions. Journal of Applied Psychology, 96(4), 677-694. https://doi.org/10.1037/a0021987
Holton III, E. F. (1996). The flawed four‐level evaluation model. Human Resource Development Quarterly, 7(1), 5-21. https://doi.org/10.1002/hrdq.3920070103
Huselid, M. A., & Becker, B. E. (1996). Methodological issues in cross‐sectional and panel estimates of the human resource‐firm performance link. Industrial Relations: A Journal of Economy and Society, 35(3), 400-422. https://doi.org/10.1111/j.1468-232x.1996.tb00413.x
Jeon, E. J., Song, Y. S., & Lee, H. S. (2011). The influence of the characteristics of S-OJT programs on organizational commitment and turnover intention. Asia Pacific Journal of Small Business, 33(4), 177-199. http://www.riss.kr/link?id=A87016339
Jiang, K., Hu, J., Liu, S., & P. Lepak, D. P. (2017). Understanding employees’ perceptions of human resource practices: Effects of demographic dissimilarity to managers and coworkers. Human Resource Management, 56(1), 69-91. https://doi.org/10.1002/hrm.21771
Katou, A. A., & Budhwar, P. S. (2006). Human resource management systems and organizational performance: a test of a mediating model in the Greek manufacturing context. The International Journal of Human Resource Management, 17(7), 1223-1253. https://doi.org/10.1080/09585190600756525
Kim, K. T. (2008). A study on the relationship between training investment and organizational performance: Mediating effects of job satisfaction, job skill enhancement, and employee competence. Journal of Organization and Management, 32(4), 29-57. https://doi.org/10.23840/agehrd.2010.42.4.275
Kim, K. T., & Cho, B. S. (2008). A study on the relationships between HRM and organizational outcomes: Mediating effects of employee attitude as an HRM performance. Korean Journal of Management, 16(1), 115-157. http://www.riss.kr/link?id=A76443993
Kim, M. K., & Na, I. G. (2012). The effects of education and training on firm performance:The mediating effects of transfer. Korea Journal of Business Administration, 25(4), 2047-2064. http://www.riss.kr/link?id=A60211799
Kwak, W. S. (1999). Relationships between organizational culture, human resource practices, and customer-oriented service performance in service corporate. The Korea Journal of Industrial and Organizational Psychology, 12(2), 195-206. http://www.riss.kr/link?id=A100628200
Lee, H. Y. (2017). Structural analysis of innovative organizational culture, education and training, organizational commitment, and human resource capacity: Analysis of HCCP panel data. Journal of Culture Industry, 17(4), 135-145. http://www.riss.kr/link?id=A104868754
Lee, M. K., & Jeon, S. G. (2016). A study of the moderating effects of organizational culture between organizational justice and organizational citizenship behavior according to various functions in R&D. Journal of Human Resource Management Research, 23(1), 199-215. https://doi.org/10.14396/jhrmr.2016.23.1.199
Lee, S. J., & Yoo, T. Y. (2013). The effect of continuous learning activity on organizational commitment and work engagement: The mediating effect of self-perceived employability. The Korea Journal of Industrial and Organizational Psychology, 26(1), 47-72. https://doi.org/10.24230/ksiop.26.1.201302.47
Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171-194. https://doi.org/10.1037/0033-2909.108.2.171
Meyer, J. P., & Allen, N. J. (1991). A threecomponent conceptualization of organizational commitment. Human Resource Management Review, 1, 61-89. https://doi.org/10.1016/1053-4822(91)90011-z
Meyer, J. P., Paunonen, S. V., Gellatly, I. R., Goffin, R. D., & Jackson, D. N. (1989). Organizational commitment and job performance: It’s the nature of the commitment that counts. Journal of Applied Psychology, 74(1), 152. https://doi.org/10.1037/0021-9010.74.1.152
Mowday, R. T., Porter, L. W., & Steers, R. M.(1982). Employee-organization linkage. The Psychology of Commitment Absenteism, and Turn over. New York: Academic Press.
Na, H. S., Kwon, S. H., Kim, Y. D., & Kim, G. Y. (2018). The effects of education and training on the performances in korean firms. Journal of Human Resource Management Research, 25(2), 153-171. https://doi.org/10.14396/jhrmr.2018.25.2.153
Na, I. G. (2016). The analysis on the causal relationship between investments on training and firm performance. Journal of Human Resource Management Research, 23(1), 323-344. https://doi.org/10.14396/jhrmr.2016.23.1.323
Nadler, D. A., & Tushman, M. L. (1989). Organizational frame bending: Principles for managing reorientation. Academy of Management Perspectives, 3(3), 194-204. https://doi.org/10.5465/ame.1989.4274738
No, Y. E. (2015). A study on the relationship between organizational culture and S-OJT delivery action. Unpublished Master’s Thesis, Kyungpook National University, Daegu, Korea. http://dcollection.knu.ac.kr/jsp/common/DcLoOrg Per.jsp?sItemId=000000065544
Oh, S., Roh, S. C., Kang, M. U., & Suh, Y. W.(2015). Resilience as a mediator ;inking transformational leadership and person-centered organizational culture to organizational effectiveness. Korean Journal of Industrial and Organizational Psychology, 28(4), 829-854. https://doi.org/10.24230/ksiop.28.4.201511.829
Ostroff, C., & Bowen, D. E. (2000). Moving HR to a higher level: HR practices and organizational effectiveness. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations:Foundations, extensions, and new directions (pp. 211-266). San Francisco, CA, US: Jossey-Bass.
Park, S. M. & Park, J. H. (2012). The effects of informal learning on financial performance with the mediation of non-financial performance in corporate settings. The Korean Journal of Human Resource Development Quarterly, 14(1), 1-26. http://doi.org/10.18211/kjhrdq.2012.14.1.001
Park, H. K. & Lee, C. (2011). The moderating effect of organizational Support on the relationship between S-OJT delivery action and organizational commitment, S-OJT delivery action and job involvement. Journal of Vocational Education & Training, 14(2), 107-126. https://doi.org/10.36907/krivet.2011.14.2.107
Parker, R., & Bradley, L. (2000). Organisational culture in the public sector: Evidence from six organisations. International Journal of Public Sector Management, 13(2), 125-141. https://doi.org/10.1108/09513550010338773
Sathe, V. (1983). Implications of corporate culture:A manager’s guide to action. Organizational Dynamics, 12(2), 5-23. https://doi.org/10.1016/0090-2616(83)90030.x
Schein, E. H. (1985). Organizational Culture and Leadership. San Francisco: Jossey-Bass.
Schneider, B. (1990). Organizational climate and culture. Annual Review of Psychology, 64(1), 5-39.
Shaw, J. D., Park, T. Y., & Kim, E. (2013). A resource-based perspective on human capital losses, HRM investments, and organizational performance. Strategic Management Journal, 34(5), 575-589. https://doi.org/10.1002/smj.2025
Somers, M. J. (1995), Organizational commitment, turnover and absenteeism: An examination of direct and interaction effects. Journal of Organizational Behavior, 16(1), 49-58. https://doi.org/10.1002/job.4030160107
Sung, SY, Choi, JN. (2018). Effects of training and development on employee outcomes and firm innovative performance: Moderating roles of voluntary participation and evaluation. Human Resources Management, 57(6), 1339-1353. https://doi.org/10.1002/hrm.21909
Tabassi, A. A., Ramli, M., & Bakar, A. H. A. (2012). Effects of training and motivation practices on teamwork improvement and task efficiency: The case of construction firms. International Journal of Project Management, 30(2), 213-224. https://doi.org/10.1016/j.ijproman.2011.05.009
Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: path analyses based on meta‐analytic findings. Personnel psychology, 46(2), 259-293. https://doi.org/10.1111/j.1744-6570.1993.tb00874.x
Tharenou, P., Saks, A. M., & Moore, C. (2007). A review and critique of research on training and organizational-level outcomes. Human Resource Management Review, 17(3), 251-273. https://doi.org/10.1016/j.hrmr.2007.07.004
Wang, Y., Kim, S., Rafferty, A., & Sanders, K.(2020) Employee perceptions of HR practices:A critical review and future directions. The International Journal of Human Resource Management, 31(1), 128-173. https://doi.org/10.1080/09585192.2019.1674360
Wilkins, A. L., & Ouchi, W. G. (1983). Efficient cultures: Exploring the relationship between culture and organizational performance. Administrative Science Quarterly, 28(3), 468-481. https://doi.org/10.2307/2392253
Wright, P. M., Gardner, T. M., Moynihan, L. M., & Allen, M. R. (2005). The relationship between HR practices and firm performance:Examining causal order. Personnel Psychology, 58(2), 409-446. https://doi.org/10.1111/j.1744-6570.2005.00487. x
Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295-320. https://doi.org/10.1177/014920639201800205
Zammuto, R. F., & Krakower, J. Y. (1991). Quantitative and qualitative studies of organizational culture.
