• 한국기술혁신학회:학술대회논문집
• /
• 한국기술혁신학회 2013년도 추계 학술대회 초록집
• /
• pp.844-844
• /
• 2013

• 기술경영경제학회:학술대회논문집
• /
• 기술경영경제학회 1997년도 제11회 하계학술발표회 논문집
• /
• pp.57-82
• /
• 1997

This paper empirically examines various personal characteristics and preferences of HRM (Human Resorce Mamagement) systems using data from 968 R&D professionals in 9 private R&D organizations. It identifies different patterns of reward and career development needs associated with 4 types of R&D professionals, who are categorized by personal characteristics: personality and attitude. A productive leader type shows active personal traits (which encompass high scores of need for achievement, risk-taking propensity, tolerance for ambiguity, and self-efficacy) and positive attitudes (which include high scores of job satisfaction, organizational commitment, and low scores of turnover intention), while a cynical bystander type exhibits passive personal traits and negative attitudes toward a job. A passive adapter, who has passive personal characteristics but positive attitudes, and a frustrated champion, who is active in personality but negative in current job attitude, lie in between them. The results reveal that: 1) These four different types of R&D professionals show differences in their education, age and tenure level, and technical performance. 2) They have different career orientations and problem solving styles. 3) They also exhibit different preferences in performance appraisal criteria and rater, and reward structures. Based on these findings, this study suggests a contingent type of human resource management in terms of selection and staffing of R&D professionals, performance appraisal, incentive systems, and career development plans.