경쟁전략과 인적자원정책 및 조직구조의 적합성이 경영성과에 미치는 영향

Over the past decade there has been a dramatic shift in emphasis in the field of human resource management. this shift has broadened the focus of human resource research from the more micro analytic research that dominated the field to a more macro or strategic perspective. A strategic perspective of HR has grown out of the desire to demonstrate the importance HR practices to the performance of the organization.The present study attempted to banks' differences in HR practices. Specifically, the impact of business-level strategy and HR practices, business-level strategy and organizational structure is examined. This study examined the effects of the fit between competitive strategy and human resource management, organizational structure on bank's performance, using the strategy typology(defender, analyzer, and prospector) developed by Miles and Snow(1978). Based upon data collected from 102 general manager in 17banks, results indicate that linkages between defenders/analyzers and traditional HRM, between prospectors and transformational HRM are directly related to management performance. Results also suggest that the effects of fit between prospectors and divisional organizational structure on management performance. The findings help to explain why some banks outperform others using the same strategy.