조직 및 HR부서 특성이 HR아웃소싱(Human Resource Outsourcing) 정도에 미치는 영향

• 영문명: Influence of Organizational and HR department Characteristics on Human Resource Outsourcing
• 발행기관: 한국인사조직학회
• 저자명: 차성호(Cha Sung-Ho) 양동훈(Yang Dong-Hoon)
• 간행물 정보: 『인사조직연구』인사·조직연구 제16권 제1호, 159~190쪽, 전체 32쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2008.03.30

국문 초록

  아웃소싱은 비용절감, 위험감소, 역량구축 등을 위한 목적에서 외부로부터 자원을 공급받는 것이다. 기존의 생산, 정보기술 분야를 대상으로 한 아웃소싱에서 점차 기업경영의 다양한 분야로 확대되면서 HR아웃소싱의 정도도 국내에서 증가되고 있다. 그러나 최근까지 HR아웃소싱에 관한 국내 기업의 현황이나 학문적인 연구가 매우 미흡하다.
  본 연구는 국내 기업을 대상으로 기업의 조직특성과 HR의 부문특성이 HR아웃소싱 정도에 어떤 영향을 주는지를 파악하고자 하였다. 따라서 HR아웃소싱 결정 요인들 중에서 경쟁전략, 노동조합 또는 노사협의회의 영향력, HR업무의 특수성, HR부서의 역량, HR부서에 대한 지원과 같은 기업의 조직 및 부문특성이 HR아웃소싱 정도와 유의한 연관성을 가지고 있는 지를 규명하였다.
  본 연구는 2005년 8월부터 2006년 3월 기간동안 HR아웃소싱을 도입할 예정에 있거나 실제 운영하고 있는 국내 상장기업 및 코스닥기업 164개 기업에 대하여 조사를 수행하였다. 연구의 실증분석 결과에 의하면 첫째, 기업이 차별화전략보다 원가우위전략을 추구할수록, 노동조합 또는 노사협의회의 영향력이 약할수록 HR아웃소싱 정도는 높게 나타났다. 둘째, HR업무의 특수성이 낮을수록, HR부서의 역량이 낮을수록, 최고경영자의 HR부서에 대한 지원이 많을수록 해당 기업의 HR아웃소싱 정도는 높은 것으로 나타났다.
  본 연구의 결과는 실무적으로 다음과 같은 시사점을 제공한다. 첫째, 기업의 조직특성 중 경쟁전략과 노동조합의 운영에 있어 HR아웃소싱 정도에 대한 세심한 주의가 이루어져야 한다. 둘째, 기업의 HR부문 특성 중 HR부서 또는 업무의 운영에 있어 아웃소싱 도입시에도 단계적 절차가 필요할 것이다.

영문 초록

  To survive and grow in rapidly changing business environments, organizations need to obtain flexibility and competitive edge over other organizations. When organizational resources are limited, securing high levels of performance in core areas of business is a challenging task. Under such circumstances, organizations can improve efficiency by outsourcing some management functions to external firms, thereby concentrating organizational resources on high-priority core competency areas.
  Outsourcing is a way of obtaining resources from outside for the purpose of saving expenses, reducing business risks, and utilizing scarce capabilities. Recently, outsourcing is widely expanding from the field of production and information technology to HR functions. HR outsourcing has also increased in Korean companies over various HR areas from recruitment to compensation management. However, because traditionally human resource policies have not been clearly written in most of Korean companies, research on HR outsourcing has been done only occasionally.
  So far no empirical study has been published, excepting a few survey reports from business associations. In this situation, this study attempted to investigate what factors are associated with HR outsourcing decisions in Korean companies. In particular, the study examines how HR outsourcing are associated with organizational characteristics such as trade unions and works councils, or HR departmental characteristics such as specificity of human resource services, capability of human resource staffs, and CEO’s support on human resource department.
  Survey questionnaires were mailed out to HR managers in 1,500 publicly traded companies. Questions focused on the ways and extent they introduced HR outsourcing. 131 HR managers replied to the survey and so the response rate was 15.4%.
  Research findings are summarized as follows. First, companies whose business strategy is more cost saving oriented, showed higher degrees of HR outsourcing. This implies that HR outsourcing is implemented predominantly for cost saving in HR services.
  Second, unions and works councils have a negative association with the degree of HR outsourcing. Union workers were inclined to have a negative view on HR outsourcing because it may impoverish HR service qualities and because collective agreements and labor contracts may make the HR outsourcing difficult.
  Third, the specificity of human resource services has a significant relationship with HR outsourcing. That is, the more specific the human resource services are, the lower degree of HR outsourcing is observed. This implies that HR outsourcing is considered only when the HR service is very general. HR service providers outside the company can convey the standardized services with much ease.
  Fourth, when HR department staff has not much expertise, the degree of HR outsourcing tends to be higher. This is because HR departments become more dependent on HR service providers when it tries to overcome the lack of HR expertise.
  Fifth, CEO’s support on human resource department has positive effects on HR outsourcing. HR outsourcing is implemented as organizational change efforts, and so the CEO’s orientation toward organizational change helps increase HR outsourcing.
  The study has limitations as follows. First, it couldn’t take into account all the factors that influence HR outsourcing. Variables that have an effect on HR outsourcing could be numerous. This study examines only a few of them. It is urged that future studies examine more diverse views on HR outsourcing decisions. Further, common method variance problems may exist because measurements were made by survey questions, which could inflate statistical association among variables. To alleviate common method variance, it is necessary that objective company data as well

목차

〈초록〉
Ⅰ. 서론
Ⅱ. 문헌고찰 및 가설의 설정
Ⅲ. 연구방법
Ⅳ. 가설검증
Ⅴ. 결론 및 논의
참고문헌
〈부록〉 : 설문서 항목
ABSTRACT

키워드

조직 및 HR부서 특성 HR아웃소싱 Organizational and HR Department Characteristics Human Resource Outsourcing