고성과 작업시스템과 혁신: 저성과자 관리관행의 조절효과

Abstract

Today, many organizations are pursuing innovation in order to survive in
 a rapidly changing environment. As a result, based on resource-based theory,
 organizations are introducing various human resource management practices
 for the growth of workers toward innovation. However, the resulting effect
 has not been the same for each company. This is because not enough consideration
 has been given to the relationship between the newly established human
 resource management practices and the existing practices of the company.
 The synergy effect of human resource management practices may be weakened
 or strengthened depending on how the sum of individual practices is bundled.
 From this point of view, this study conducted an exploration of the synergy
 between high-involvement work practices in high-performance work systems
 and low-performance management practices to create innovation based on
 the AMO framework. Specifically, the Korea Labor Institute's Workplace
 Panel Survey analyzed the moderating effect of low-performance management
 practices on the impact of high-involvement work practices for innovation.
 According to the analysis results, high-involvement work practices had a positive
 effect on innovation. In addition, the relationship between high-involvement
 work practices and innovation was moderated positively by pull-type practices
 among low-performance management practices. On the other hand, among
 the low-performance management practices, push-type practices did not have
 a significant moderating effect on the relationship between high-involvement
 work practices and innovation. Based on the results, we discussed the need
 for low-performance management and the direction for organizations pursuing
 innovation in high-performance work systems.