• 보건행정학회지
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• 제22권4호
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• pp.676-695
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• 2012

This study purposes to examine the relationship between high performance-HRM system of medical doctor and the effectiveness of hospital. The high performance-HRM practices were derived from reviewing the literature of SHRM(Strategic Human Resource Management) and investigating some cases of Korean leading hospitals. The result reveals that the high performance-HRM system of medical doctor is significantly related with subject measurement such as financial performance, employees' turnover, and customer(patient) satisfaction. Moreover, it is positively related to objective performance such as hospital's profit growth, yearly patient growth. Based on the result, the academic and practical implications are suggested and then the limitation and further research directions are discussed.

• 지식경영연구
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• 제15권1호
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• pp.65-84
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• 2014

Organization's innovation capability is strongly tied to its intellectual capital or knowledge utilization. Employees play a key role in generation of intellectual capital and utilization of knowledge in a firm. Thus, the importance of human resource management (HRM) system for enhancing competency of employees and facilitating knowledge sharing between employees is getting its significance. In this paper, we highlighted the effect of HRM implementation to explain the reason of performance differences among firms, adopting the same ideal HRM system. The successful implementation of HRM system as well as the contents of HRM system was critical to enhance firm performance through HRM system. To investigate the effect of HRM implementation on firm performance, we proposed the three components of HRM implementation (i.e.; TMT philosophy, HR department capability and communication) in perspective of sense making and sense giving theory. Then, we analyzed the moderating effect of HRM implementation on the high commitment HRM - firm performance relationship. Empirical results showed that each component of HRM implementation positively strengthened the relationship between high commitment HRM and firm performance. In addition, the composite index of HRM implementation calculated by average value of three components revealed more significant moderating effect between the two. Furthermore, We discussed the academical and practical implications, and suggested future research directions.

• 아태비즈니스연구
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• 제5권2호
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• pp.51-64
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• 2014

Strategic bundling of Human Resource Management (HRM) practices among themselves works together as an entire HRM system rather than individual HRM practices to achieve organizational objectives. The bundles of HR practices support the effectiveness of one another assuming the effectiveness of any practice depends on other practices in place. It is said that the greater the total degree of bundling among the various components of HRM policies and practices, the more will be the organizational outcomes. Realizing these facts, this study aimed to explore the level of strategic bundling and examined the impact of such bundling on organizational performance to the publicly listed companies of Nepal. This empirical study is based on description and exploratory design for which data collected through the questionnaire based on 5-point liker scale. Total population of the study at the time of data collection are 234 organizations publicly listed in Stock Exchange of Nepal. Questionnaire is distributed to all organizations listed, response received from 105 organizations, as a unit of analysis, which is fairly good response. The study of strategic bundling of HRM practices perhaps the first study in Nepal, found that only 32 percent organizations have followed high bundling HR practices and these high bundling organizations are significantly different with low bundling organizations. Business organizations are trying to practice being close association of HRM policies and practices within them except labor relation with employee participation and business strategies. Supporting to the international literature, strategic bundling of HRM practices among themselves shows statistically significant effects on quality of product or services, labor productivity, financial performance, employee satisfaction, rate of innovation, employee commitment and market share.

• 경영과정보연구
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• 제33권2호
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• pp.135-153
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• 2014

본 연구는 유연한 조직의 원천이 되는 개별 인적자원의 유연성이 조직의 경쟁우위를 위한 핵심적인 요소라고 판단하고 조직에서 인적자원유연성을 확보하기 위해 인적자원관리시스템의 주요 구성요소가 인적자원 유연성에 미치는 영향을 연구하고, 인적자원 유연성의 개념과 하위차원에 대한 고찰을 통해 이들이 조직성과에 어떤 영향을 미치는지를 검증하고자 하였다. 이를 위해 선행연구를 바탕으로 이론연구를 수행하였으며, 국내 138개 주요 기업을 대상으로 조직수준의 실증분석을 실시하였다. 실증분석 결과, 인적자원관리시스템의 구성요소인 선택적 채용, 폭넓은 훈련, 결과지향 평가, 인센티브 보상은 모두 기업의 재무성과에 정(+)의 영향을 미치는 것으로 나타났다. 또한 인적자원관리시스템과 인적자원유연성의 관계를 검증한 결과 선택적 채용, 결과지향 평가, 인센티브 보상은 인적자원의 기술유연성, 행동유연성, 관계유연성에 정(+)의 영향을 미치는 것으로 나타났으나 폭넓은 훈련은 인적자원유연성의 모든 하위차원에 부(-)의 영향을 미치는 것으로 나타났다. 그리고 인적자원관리시스템과 조직성과의 관계에서 인적자원유연성의 매개효과를 검증하였는데 그 결과 부분적으로 매개효과가 있는 것으로 나타났다. 본 연구의 이론연구와 실증분석 결과는 기업의 인적자원관리제도의 운영과 인적자원개발과 종업원의 경력개발을 위한 교육훈련 설계에 많은 시사점과 한계점을 제시하였다.