전락적 인적자원관리의 개념과 실천

The Concept and Practice of SHRM

Following the 1980s, drastic change in firm environment around the world entirely opposed a traditional system oriented human management activity and insted has required a new issue and value orented strategic human resources management. According to interview search, Korean firms and entrepreneurial executives recognized an importance of human resources as well, but they showed a stupidity only to insist the most old-fashioned method, or an innovation by one-sided introduction of new system, in strategic utilization and practice of human resources. As a result a break between ideology and system has been strongly showed a lack of freshness and flexibility, relative to an advance in management ideology and personnel philosophy, and a weakness about disagreement between view of value and activity of actors who have regarded the system has been also showed. Therefore, for a effective practice of a newly emerging e-HRM and conceptually agreeing SHRM, an atmosphere which is extremely regarded selection of derailed evaluation index capable of evaluating and distinguishing professional value of human resources, build-up of combined evaluation system for cross-check method capable of guaranteeing equity of evaluation activity, and build-up of mutual reliability has to be primarily accomplished. Equalization lack of equity, rationalization lack of acceptance, legitimization lack of responsibility, and institutionalization lack of innovation mean a coordinate to indicate that the basis of personnel policy Korean firms have thus far pursued became wrong. Therefore, new strategic human resource management is aggressively required to practice in a way to emphasize equity and innovation of system, and acceptance and responsibility of actors.