A Study on the Evaluation Model for Human Resources Development in SMEs

본 연구에서는 기업내 인적자원개발체계 구축 관련 사업으로서 노동부의 진단평가사업과 산자부의 교육훈련컨설팅 사업을 중심으로 참여한 기업의 특성을 파악하고, 사업의 참여에 대한 효과 인식을 조사분석하며, 노동부사업의 평가결과를 활용하여 중소기업에 있어서 이러한 효과에 영향을 주는 요소가 무엇이 있는가를 확인함으로서 평가 모형을 제시하고자 한다.1. The purpose of this research Enterprises have supported vocational capability development, education and training courses and/or employee lifelong learning in recent years. Not only these direct education and training support for employees and/or education and training courses but also systematic and structural approaches to construct the infra which enables consistent and systematic human resource development are explored through construction of an organizational system. One of those is the construction of an enterprise human resource development system. This research suggests a nation-wide evaluation model to bring advantages for both enterprises and individuals. 2. A system related to Human Resource Development systems in enterprises There are several systems related to the construction of HRD systems in enterprises such as IIP in Great Britain, PD in Singapore and HRD system analysis and evaluation in enterprises and education and training consulting in Korea. IIP and PD establish, consult, evaluate and recognize a nation-wide framework and standards. Even though the rate of IIP and PD recognition is growing gradually, many of organizations regard IIP and PD as a bureaucratic regulation and hesitate to participate. Especially the reasons SMEs are unwilling to participate in recognition are: 1. the fluidity of human resource in SMEs, 2. The difficulty to establish a long-term business plan for SMEs 3. lack of knowledge about HRD. For a recognition, a nation-wide standard should be developed and applied widely and supported for SMEs should be considered. The project of Department of Labor intends that government supports enterprise human resource development to promote steadfast business management. Major contents are analyzing business environment, and business condition, unmatched factors between human resource development and business performance and corporation strategy, proposed solutions to improve enterprise competitiveness. Education and training system consulting by Minister of commerce, industry, energy which aims to strengthen the industrial competitiveness through systematic HRD of SMEs is supported by the national treasury to form individualized education and training systems. These projects of Department of Labor and Ministry of commerce, industry and energy are similar each other in terms of construction of an enterprise HRD system, but Department of Labor approaches to enterprise-wide business management such as HRD, HRM, leadership, performance connection generally and Ministry of commerce, industry and energy's education and training consulting focuses on education and training plan and program development and implement among various HRD factors. 3. The standard of HRD system in enterprises To identify factors of an HRD system, we need to address which factors are needed to establish an enterprise HRD system, what are the detailed standards of IIP, PD and the project of Department of Labor to evaluate it, what are the similarities and differences among those three systems. IIP, PD and the project of Department of Labor constituted a framework of HRD system in enterprises, and used factors of the frameworks as evaluation standards. IIP evaluates organizations to recognize with 4 main standards(principals) (commitment, planning, action, evaluation) and 12 sub-standards(indicators). PD analyzes an organization's HRD system with 3 standards(categories) (commitment, action, feedback), 8 sub-standards(components)and 56 checklists(checklists). The project of Department of Labor has a HRD system model with 6 standards(categories) (leadership, human resource planning, education and training, learning support, supporting circumstance, performance outcome), 19 sub-standard(indicators) and more than 100 checklists. The differences amongst three evaluation standards are: 1 IIP and PD are focused on education and training but the project of Department of Labor considers it as one of the 6 standards(categorise). 2 IIP and PD target all the organizations at least consisted with more than 2 employees but the project of Department of Labor has an evaluation standards(indicators) to apply only to small and medium sized enterprises. 3 Three standards have different contents. 4 They focus on different points. For instance, IIP and PD focus on the understanding of entire members about training and development through communication but Department of Labor emphasizes on leadership in commitment as vision, strategy and social responsibility of top and middle managers. 5 IIP and PD emphasize on the correlation between education and training and business performance in terms of evaluation but Department of Labor's evaluation is related to total company-wide performance. 4. Problems and considerable issues to establish an HRD system for SMEs This section provides advantages of recognition, the condition of SMEs market, the effect of recognition in SMEs market. The issues of an HRD system which formalize training and development have not considered importance to differentiate HRD systems according to industrial sectors it, and informal training in SME has not been significantly considered. Therefore former researches concluded that evaluating conditions of recognition cannot be applied to SMEs. Therefore this research purposes to investigate the facilitators of participating HRD investment recognition for SMEs and explains the motivation of employer of SMEs, which have been recognized, special characters of SMEs market, weather employees believe in the advantage of HRD investment recognition. Development of SMEs training has interrupted by several reasons such as different training culture and approach, financial limitation, time pressure of the owners. Korean SMEs have difficulties to attain human resources and have not proper education and training condition and enough infra, so construction of SMEs HRD system is more needed. To support HRD in SMEs, SMEs' characters should be considered and more professional and overall advice is needed. 5. Analyzing the participation effect of establishing an enterprise HRD system This section identifies efforts and outcomes of 51 companies which have participated in either the project of Department of Labor or Ministry of commerce, industry and energy to establish a HRD system in enterprises. To sum up the result of this research: 1. The distribution of companies participated in the projects of government is 40 companies participated in Department of Labor(78.45) and 11 companies participated Ministry of commerce, industry and energy(21.6%), total 51 companies. Size distribution is 14 large(27.5%), 18 medium enterprise(35.3%) and 19 SMEs(37.3%) and industrial classification is 34 manufacture(66.7%), 15 service(29.4%) and 2 public organizations. 2. The productivity of participants has no significant change statistically. 3. The training effort of participants have changed as follow: Financial support per person, numbers of training per person, numbers of courses per person are not significantly different according to the projects. More number of training per person are provided if the size of companies are bigger. Service industries have more number of training per person than manufacture industries. 4. The cognition degree of the enterprise HRD system effects through participation discontentive and effects are: Companies generally consider the factors of interrupting participation as general cost/finance, lack of knowledge and understand about HRM, conservativeness of organizations, refuse to be changed and lack of time. Ministry of commerce, industry and energy consulting companies have highly participation effect according to the change of attitude than the companies participating in a department of labor evaluation project. There are no significant difference of participant effect according to the size of companies. 6. Analysis and evaluation of companies participated in department of labor project This section used the evaluation result of 40 companies participated in department of labor trial project called 'Pilot Evaluation of the HRD in Enterprises‘ in 2002 and 2003. The evaluation contents are consisted of 6 categorise, 19 indicators and 96 items in 2002, and 6, 20 and 106 in 2003. We use these contents to connect each other. Most of the companies were the large firm and in manufacture industry. Evaluation scores on vision, strategy, social resposibility in leadership, all the evaluation standards(needs analysis, need analysis, design development and action) in education, training and development, empowerment, motivation in supporting circumstances, performance management, result utilization, learning organization in performance are higher as the size of organizations is bigger. There were no significant difference between evaluation scores of manufacture and service industries. As a result of verification of factors and indicatiors through factor analysis and correlation of factors, the effect of SMEs' participation is divided into 4sections(organizational performance, HRD section, increasement in education and training, change of employees' attitude), independent variables were sales of 2003, vocational capability development investment in 2000 and 2001, the number of courses in 2003, evaluation score and all of independent variables influenced organizational performance, HRD section, increasement in education and training and the change of employees' attitude. To address the relation between evaluation standars and the effect of SMEs' participation in the project, we have analyzed the correlation between 20 standards as independent variables and sales, business profit, sale per person, training investment, the number of trainees, the number of training courses, organizational performance, HRD performance, increasement of training and the change of attitude, and then finalized evaluation factors from factor analysis and linear regression as contents of HRD system. Through combination of these contents and the factors which affect establishing HRD system related business, we finally suggest a conclusive evaluation model. The model is divided into 3 categories, category1 is commitment consisted of vision, communication, empowerment, resource allotment, category 2 is education training and development action consisted of motivation, education and training planing, education and training action, education and training evaluation, result utilization, continuous improvement and category 3 is evaluation consisted of employee satisfaction internally and social responsibility externally. 7. Conclusion This research has analyzed the effect related to HRD system construction which is implemented by department of labor and Ministry of commerce, industry and energy based on case studies and experience and what are the factors to effect on these activities. Especially factors which influence to establish an HRD system have been understood. Enterprises are unwilling to establish the HRD system if the value of the system is not fully conceived or they are not sure about the actual business effect or business change. Therefore, it is needed to analyze the effect of HRD system construction related business and make sure that the companies would take advantage of it. The factors related to the construction of enterprise HRD system are used as independent variables, and productivity, education and training investment, effectiveness perception are considered as dependent variables. It might be misinterpreted to explain the correlation between dependent and independent factors as causal-effect relationship. With awareness of this limitation, this research have analyzed the effect of enterprise HRD system, found meaningful standards through analyzing relations of factors and established an evaluation model. The result suggest that establishing the enterprise HRD system brings an increase in productivity, an increase in education and training investment and organizational change. also it has solved the problem that the extensive formal evaluation model could not, which is emphasizing on establishing HRD system and simplifying the evaluation model, which is suitable to the characteristics and conditions of SMEs that brought.목 차 요 약 제1장 서론 제1절 연구의 필요성 및 목적 1 제2절 연구 내용 및 방법 4 제3절 연구 범위 및 제한점 7 제2장 기업내 인적자원개발체계 구축 관련 제도 제1절 외국의 인적자원개발체계구축 관련 제도 10 1. 영국의 IIP 10 2. 싱가포르의 PD 20 제2절 우리 나라의 인적자원개발체계 구축 관련 사업 28 1. 노동부『기업내 인적자원개발체제 진단평가』 29 2. 산업자원부「교육훈련체계수립 컨설팅 사업」 31 3. 노동부사업과 산자부사업 내용 비교 33 제3절 소결 36 제3장 기업내 인적자원개발 평가 모형 및 기준 제1절 영국의 IIP 평가 모형 및 기준 41 1. IIP 기준의 특성 42 2. IIP 기준의 세부 내용 44 3. IIP 평가 지표 47 제2절 싱가포르의 PD 평가 모형 및 기준 56 1. PD 평가 기준 개요 56 2. 평가 지표 58 제3절 노동부사업의 평가모형 및 기준 67 1. 노동부사업 평가 기준 개발 67 2. 노동부사업 평가 지표 69 제4절 소결 75 제4장 중소기업 인적자원개발체계 특징 및 조사방법 제1절 중소기업에서의 인적자원개발체계 구축의 특징 79 제2절 중소기업 인적자원개발체계 구축 저해요인 82 1. 중소기업 훈련에 있어서의 일반적 방해 요소 82 2. 중소기업의 인적자원개발체계인증 방해요인 84 제3절 우리 나라 중소기업 인적자원개발체계 구축 사례 86 1. 우리 나라 중소기업 인적자원개발의 문제점 91 2. 우리 나라 중소기업의 인적자원개발에서의 강점 92 3. 중소기업 인적자원개발체계 구축의 시사점 93 제4절 기업내 인적자원개발 효과 조사 방법 94 1. 사례 조사에 의한 분석 95 2. 설문조사에 의한 분석 97 3. 문헌조사 및 설문조사에 의한 분석 99 4. 조사분석 방법의 시사점 101 제5장 기업내 인적자원개발체계 참여기업 특성 및 인식조사 제1절 자료 구성과 내용 103 1. 자료의 구성 103 2. 자료 내용 105 3. 주요 분석 내용 109 제2절 정부사업 참여기업 특성 110 1. 인적자원개발체계 구축 관련 사업에 참여한 기업현황 110 2. 정부사업 참여기업의 일반적 특징 111 3. 정부사업 참여기업의 인적자원개발투자의 변화 116 제3절 사업 참여에 대한 인식 조사결과 129 1. 참여요인 분석 130 2. 정부사업 참여 인식조사 분석 137 제4절 소결 152 제6장 노동부사업과 중소기업 인적자원개발 평가모형 제1절 평가 자료 개요 155 제2절 범주별 평가항목 평균점수 157 제3절 기업 특성별 평가 점수 차이 분석 158 1. 규모별 평가점수 차이 159 2. 업종별 평가 점수 차이 162 제4절 평가요소의 요인분석과 상관관계 163 1. 평가지표 요인분석 163 2. 평가 지표의 선형회귀분석 167 3. 요인분석과 선형회귀 결합을 통한 평가 항목과 지표 169 제5절 중소기업의 사업 참여인식과 평가요소 170 1. 중소기업 사업 참여인식에 영향을 주는 요인 170 2. 노동부 사업참여 중소기업의 특징 및 참여인식과 평가지표와의 관계 172 제6절 중소기업 인적자원개발 평가 모형 175 제7장 결론 SUMMARY 187 부록 1 평가지표 분석을 위한 코딩 197 부록 2 평가범주별 평가 항목 점수 206 부록 3 설문조사 내용 209 참고문헌 22