기업 인적자원개발 담당자의 가치지향성과 인적자원개발의 전략적 성숙도에 관한 연구

초록

The aim of this study was to find a specific factors that effect to deepening the maturity of strategic HRD which emerges as a new mainstream in the field of human resource development. To put it concretely this study sought to measure the empirical relationship between HRD practitioners' value priority and the strategic maturity of HRD of their organizations. In order to induce the result, the investigator carried out the survey by 93 HRD practitioners in various South Korean organizations. Based on the HRD value matrix and survey items designed by Bates and Chen(2004) as well as the strategic maturity of HRD model designed by McCracken and Wallace(2000b), the strategic maturity was measured through correlation and regression analysis. The result of this research can be summarized as the follows. First, there exists specific value priorities of HRD especially 'Building Socially Responsible Organization', 'Improving Individual Job Performance' and 'Improving Organizational Performance' have the correlation with the nine characteristics of strategic HRD. And these three HRD value priorities influences characteristics of strategic HRD. Second, the extent of correlation level between the HRD value priorities and the characteristics of strategic HRD is 'Improving Organizational Performance' > 'Building Socially Responsible Organization' > 'Improving Individual Job Performance' > 'Building Learning Systems' > 'Providing Individuals with Learning Experiences' > 'Enabling Meaningful Work'. Especially, the 'Improving Organizational Performance' value and of 'Building Socially Responsible Organization' value influence to the maturity of strategic HRD. Based on the above outputs following results can be derived. First, there exists the specific priorities of HRD those can deepen the maturity of strategic HRD. And it shows that HR practitioner should be a changing consultant rather than a training program provider. Second, the results tell that 'Building Socially Responsible Organization' value influences maturity of strategic HRD more than 'Improving Organizational Performance'. It means that organizations which emphasize social responsibility of corporation like ethic management or social contribution of corporation would be more strategic in their HRD activities. So if they want to reach higher level of strategic maturity an organization should emphasize the social responsibility activity.

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