가족친화적 조직문화에 영향을 미치는 인적자원관리제도에 관한 연구

Managing the work-family balance has lately become an important issue for organizations. Changesin workforce demographics, such as increases in dual-earner households and single-parent families,as well as individuals’ pursuit of work-life balance have led organizations and governments toinstitute work-family initiatives. Researches on these initiatives’ effects with respect to employees’job-related attitudes have shown mixed results. Studies posit that work-family initiatives are differentfrom other HR practices in that they can lead to a negative outcome or backlash from their use. Despite the importance, it is still unclear how firms can create an environment that supports bothwork and family. To try and answer this question, this study explores the possibility that specificHR practices can play a role in creating a positive work-family culture while positively changingemployee attitudes. Furthermore, the authors use signaling theory and the internal fit of HR practicesto argue that achieving good alignment between work-family initiatives and consistency of HRpractices can create a stronger work-family culture in organizations, and increase employee perceptionof a work-family culture. Using a cross-sectional survey data over 554 married, and full-time employees in 60 large firmsin Korea, the study examined the main effects on perceived work-family culture of five differentHR practices corresponding to the five major areas of HR system in organizations: staffing focusedon P-O fit (selection), cross-training (training), results-oriented appraisal (performance appraisal),pay for performance (compensation), and broadly and flexibly-designed jobs (job design practice). Results demonstrate that individual HR practice is significantly positively related to perceivedwork-family culture, supporting our hypotheses that HR practices, individually, positively influencework-family culture. However, the results provide limited support for the hypothesis the interactionbetween work-family initiatives and HR practices positively influences perceived work-family culture. Among the five HR practices studied, two HR practices–cross-training and results-oriented appraisal–can lead to a significant increase in perceived work-family culture when combined with work-familyinitiatives. The study demonstrates weak evidence for the complementary relationship between work-family initiatives and HR practices in increasing work-family culture. The results indicatethat HR practices which support employee flexibility, autonomy, and perceived control may generatea positive synergy with work-family initiatives and thus help create a family-supportive culturein organizations. The findings extend our limited understanding of how organizations can create work-familysupportive cultures and in particular, how HR practices can play a role in creating a work-familyculture in organizations. The results provide practical implications in that the adoption andimplementation of work-family initiatives alone may not be enough to create a work-family culture. Organizations should combine certain HR practices along with work-family initiatives to createstrong work-family supportive cultures. Additionally, the findings shed light on a few specific HRpractices that can contribute to creating a work-family culture. To further understand the impactof HR practices on work-family culture, and ultimately employee attitudes and behavior, futureresearch should examine the interactions or complementary mechanisms between multiple HRpractices and work-family initiatives.