대웅제약의 직무중심 인사관리 사례 연구

Recently, job-based pay and job-oriented human resource management have been actively dis cussed as a wage system and human resource management system that is essential for Korean society to develop to the next level while complementing the existing merit-based compensation system. However, there is still a low adoption rate of job-based pay in actual companies and a lack of cases that academics and business practitioners can refer to, which limits the discussion. This study focuses on the case of Daewoong Pharmaceutical, a representative Korean indigenous company in the pharmaceutical industry, which has successfully adopted job class and task-based HR management. With the idea that job-oriented HRM is essential for a horizontal organizational culture and inspiring employees' creativity, Daewoong Pharmaceutical has designed and operated a job-oriented HRM system by learning from the basics and going through trial and error without the help of external consultants. By organizing not only the compensation system but also HR practices such as recruitment, evaluation, development, and mobility management around jobs, the company has achieved results such as flexibility in manpower operations, financial performance, and improved employee satisfaction. This study aims to provide theoretical and practical implications for job-level and job-oriented HR management by integrally analyzing the background of Daewoong Pharmaceutical's HR management changes, specific system operation status, and performance.