고성과 HRM system이 조직성과에 미치는 영향에 관한 연구

Abstract

For a while, awareness of the importance of human resources management (HRM from hereon) has been on the rise even in hospitals, and the connection between HRM and management strategy as well as the connection between the relationships within individual human resources policies have been loudly voiced. However, there are hardly any systematic empirical studies with survey on the effects of HRM system on the performance of an organization. Therefore, this research was conducted to address such effects questioned by medical institutions’ chief executive officers through a study on the effects of high-performance HRM system on systemicity with medical doctors at hospital organizations as the subjects. Conducting an in-depth case study of HRM system applications in hospital organizations based on the theories of preceding researchers as the antecedent step for this research’s empirical study seemed to fit the purpose of acquiring an assurance on the selection of this research’s theme as well as subject hospitals and profession and on the establishment of design model (hypothesis). Therefore, an analysis of case study was conducted as follows. First, generalization of a case study on 4 hospitals with incline and 4 hospitals with decline in business performance <referenced from Health Industry Development Institute’s ‘2009 Analysis of Business Administration in Hospitals and Clinics’>, chosen from different types of medical institutions (clinics, hospital, general hospital, advanced general hospital), was limiting when selecting the subject hospitals and profession, and establishing a design model (hypothesis) for this research. However, logical establishment of design model (hypothesis) and in-depth analysis of empirical research seemed possible with this research’s subjects, general hospitals and above to represent medical institution and its medical doctors to represent profession. General occupations that do not directly affect the performance of an organization and clinics and hospitals that do not identify with the relationship between HRM and performance of an organization, which I wish to research, were excluded. Second, a case study on the operational trend of HRM system in major leading hospitals in Korea was conducted and definition of different types of HRM system in hospital organizations was deduced in order to select the theme for this research. The resulting analysis shows that HRM system in most of Korea’s major leading hospitals for medical doctors is an important resource that assists in establishing differentiation and specialization strategies followed by support in acquiring fresh, continuous competitive edge to induce high-performance with a focus on growth in profit production. Therefore, the definition of HRM system for medical doctors in hospital organizations that I wish to study is defined as ”high-performance” HRM system because I was able to find many commonalities with individual structure that compose high-performance HRM system, considered high-performance according to the theories of preceding researchers, and with high-performance HRM customs for medical doctors practiced by major leading hospitals in Korea. And based on the case study results of HRM system for different types of profession and medical institution, the operational trend of HRM system for medical doctors in major leading hospitals in Korea, and the theories of preceding researchers of high-performance HRM system, major variables in HRM system as well as this research’s design model (hypothesis) were established with medical doctors who work at least at general hospital level as this research’s model subject, which identifies with the definition of high-performance HRM in hospital organizations. Especially, 2008 and 2009 business performance data (rate of return for medical services, rate of increase in the annual number of outpatients) from Ministry of Health and Welfare’s “Medical Institutions’ Accounting Standards Management Report” was applied in order to more objectively verify the outcome of subjective survey on variables and systemicity in hypothetical testing. The summary and implication of this research are as follows. First, the significance of the effects of high-performance HRM system on the performance of an organization (financial performance, rate of employee turnover, degree of customer (patient) satisfaction, rate of return for medical services, rate of increase in the annual number of outpatients) in hospital organizations was both subjectively and objectively verified. Therefore, the analysis showed that the better the hospital was at properly adopting and practicing high-performance HRM system, the more contribution was made to the enhancement of financial performance, rate of employee turnover, degree of customer (patient) satisfaction, rate of return on medical services and rate of increase in the annual number of outpatients. Second, when it came to the relationship between high-performance HRM system and disambiguation (realization) of strategy and vision in hospital organizations, the analysis showed that the effect, according to the degree of disambiguation (realization) of strategy and vision, was insignificant. Therefore, the statement, ‘the effect of high-performance HRM system on performance of an organization (financial performance, rate of employee turnover, degree of customer (patient) satisfaction, rate of return for medical services, rate of increase in the annual number of outpatients) will be reinforced (adjusted) according to disambiguation (realization) of strategy and vision’, was entirely dismissed. Third, when it came to the variable within high-performance HRM system and performance of an organization in hospital organizations, high-performance HRM system, if positive, affected the degree of customer (patient) satisfaction, rate of return for medical services, and rate of increase in the annual number of outpatients. The better the strategy for differentiation in medical services in hospitals, the greater the effect. However, according to the analysis result of the survey, the effect from manipulation of high-performance HRM system and strategy of differentiation in services was insignificant when it came to financial performance and rate of employee turnover. Fourth, when it came to the relationship between the performance of an organization and the degree of internal suitability within hospital organizations, the analysis showed that the effect from manipulation of internal suitability was insignificant in the relationship between high-performance HRM system and the performance of an organization. Therefore, all were dismissed. Fifth, the verification of the effect of high-performance HRM system on the performance of an organization in hospital organizations depending on the degree of manipulation of external suitability showed that the effect on financial performance, rate of employee turnover, degree of customer (patient) satisfaction, rate of return for medical services was insignificant and were dismissed. However, the analysis showed a significant rate of increase in the annual number of outpatients. Therefore, the better the hospital was at handling external suitability, the more its HRM system, if positive, contributed positively to the improvement in the rate of increase in the annual number of outpatients. As stated above, this research added an empirical study regarding HRM even in hospital organizations by empirically verifying the direct relationship of high-performance HRM system’s positive effect on the performance of an organization, and contributed with academic and practical reinforcement of the significance of strategic high-performance HRM system. The relative significance between disambiguation (realization) of strategy and vision, strategy of differentiating medical services, internal suitability, external suitability and the performance of an organization in hospital organizations derived from the application of strategic high-performance HRM system was empirically verified. This research is meaningful in that it made a contribution by suggesting a model with which to make a decision on the implementation of high-performance HRM system especially through individual identification of relative significance, by reinforcing the importance of human resources department, and by reestablishing different roles in Korea’s hospitals.