인사공정성과 조직문화 성향에 따른 노사협력관계 고찰

A Study Of Union-Management Cooperation Depending On Personnel Management Policy And Organizational Culture Orientation

본 연구는 인사공정성과 조직문화 성향이 노사협력에 미치는 효과를 실증분석하고, 근로자 개인의 특성인 재직기간과 기업의 특성인 기업역사, 종업원 수, 노조유무와의 관계의 조절효과를 검증하였다. 분석은 이론적 배경을 근거로 설문지를 작성하여 대구․경북지역에 소재한 제조업체 근로자 488명을 표본으로 하였다. 분석 결과 첫째로 인사공정성으로서 분배공정성, 절차공정성과 조직문화 성향으로서 권력지향문화와 성취지향문화 그리고 지원지향문화는 노사협력에 긍정적 영향을 미치는 것으로 나타났다. 둘째로 인사공정성 및 조직문화 성향과 노사협력 관계에서 재직기간, 기업역사, 종업원 수, 노조여부의 조절효과에 대한 분석결과 상황에 따라 긍정적 또는 부정적 영향을 미치는 것으로 나타났다. 이 분석결과 인사공정성 측면에서 근로자들의 투입과 산출에 있어서 구성원들 간에 형평성의 제도화가 요구되고, 조직문화 측면에서는 성과주의에 입각한 평가 및 보상시스템 도입․운용이 요구된다. 아울러 노사협력을 제고함에는 부분적으로 조절변수인 재직기간, 기업역사, 조업원수, 노조유무에 따른 차별적 관리가 요구된다.

This study made empirical analysis about potential effects of personnel management policy and organizational culture orientation on union-management cooperation, and also sought to verify potential moderating effects of those two former factors on associations of working years (as one of employees' personal characteristics) with business characteristics such as company history, number of employees and labor union. This study used a questionnaire form prepared on the basis of theoretical backgrounds, and adopted total 488 workers of manufacturing companies located in Daegu city and Gyeongbuk province according to sampling. The results of analysis can be outlined as follows: First, it was found that distributive fairness and procedural fairness (as sub-factors of personnel management policy) and power-oriented culture, achievement-oriented culture and support-oriented culture (as sub-factors of organizational culture orientation) had positive effects on union- management cooperation. Secondly, it was found that working years, company history, number of employees and labor union had positive or negative moderating effects on possible associations among personnel management policy, organizational culture orientation and union-management cooperation, depending on circumstances. According to the results of analysis, it is required to institutionalize equity system among organizational members with regard to input and output of employees in the aspect of personnel management policy, while introducing and operating rating and compensation system based on achievements in the aspect of organizational culture. Furthermore, in order to improve union- management cooperation, it is also required to execute differentiated management partially depending upon moderating factors such as working years, company history, number of employees and labor union.