조직의 인수 후 인적통합전략에 대한 연구

A Study on the Influence of Human Resource Integration After M&A

본 연구는 한국적 상황에서 은행의 구성원들이 실제 통합과정에서 인지한 통합전략요인들이 M&A 이후 구성원들의 조직몰입 및 조직시민행동과 관련한 그들의 업무에 어떠한 영향을 미치는지를 중요한 연구과제로 설정하였다. 실증적 연구를 위하여 본 연구에서는 27개의 사후적 통합전략변수들을 이용하여, 구성원들이 인식하는 통합전략에 대한 구성형태를 파악하여 6개의 차원을 도출하였다. 도출된 통합전략 차원은 직업안정성, 합병의 공정성, 합병의 투명성으로 이루어진 인적자원 관리차원이 있으며, 커뮤니케이션, 임파워먼트, 리더십과 같은 문화적 통합차원으로 구분되었다. 한편 구성원들이 인식하는 결과변수들은 정서적 조직몰입과 조직시민행동으로 구분하였다. 그리하여 도출된 각 전략요인과 종속변수간의 관계는 구조방정식 분석을 통하여 정서적 조직몰입과 조직시민행동에 미치는 영향관계를 분석하였다. 검증된 결과는 인적자원 통합전략요인인 직업안정성, 합병의 공정성, 합병의 투명성 과 문화적 통합전략요인인 커뮤니케이션, 임파워먼트, 리더십의 각 구성요인들이 정서적 조직몰입에 긍정적인 영향을 미치고 있음을 확인할 수 있었다.

The increasing pace of mergers activities is also closely related to the expectation that the rationalization of management by forming a larger firm and establishing the universal banking system may bring benefits of economies of scale, and expansion of business fields by deregulation in the financial industry can bring economies of scope by business diversification. This study seeks to provide management in banking industry with directions for successful structural integration and business strategies to enhance synergy effects, by verifying the influence of human resource integration strategy in the merged companies on affective organizational commitment and organizational citizenship behavior(OCB) in the banking industry. For this study, throughout previous literature review, human resource factors and cultural factors were derived as components of human resource integration strategy, and then connections among variables, research framework and hypothesis were established. The major findings of this paper are summarized as follows; First, the result shows that as human resource integration strategies after M&A, the human resource factor consisting of job security, justice in the process of M&A, transparency in the process of M&A and the cultural factor consisting of communication, empowerment, leadership all have positive influences on employees’ affective organizational commitment. Additionally, the more activated communication and information sharing among components, delegation of power and intensification of responsibility to employees after M&A, and senior managers’ leadership by fortified employees’ perception of organizational goal, provision of intellectual stimulus and motivation cause the more affective organizational commitment. As for the relationship with organizational citizenship behavior, it was revealed that only justice in the merger process among the human resource factors had positive effects on organizational citizenship behavior, while job security and transparency in the M&A process showed no statistical significance. Due to the continuous job unstability after the merger and lack of information transparency in the process of organizational change as well as experiences during the M&A process, job security and transparency can not evoke voluntary and altruistic motives for organizational citizenship behavior. Finally, as for the links between affective organizational commitment and organizational citizenship behavior, the result shows that affective organizational commitment affects positive influences on organizational citizenship behavior. It means that the higher affective organizational commitment is, the more spirit of organizational citizenship behavior like unselfish movement are generated among employees.