조직 내 비공식적 학습과 인적자원역량의 관계: 주도적 행동의 조절효과

This study analyzed the impact of informal learning on human resource capability and examined the moderating effect of proactive behavior, focusing on deriving practical strategies tailored to managerial and non-managerial groups based on situated learning theory. Data from the 3rd (2022) and 4th (2023) waves of the second Human Capital Corporate Panel (HCCP), comprising 2,025 participants, were used for analysis. Results showed that the effects of informal learning types differed by group: for managers, “knowledge and know-how sharing among employees” and “learning through job rotation” had significant impacts, while for non-managers, “coaching and mentoring by colleagues and supervisors” and “knowledge sharing via internal platforms” were significant. The moderating effect of proactive behavior also varied; in the managerial group, “coaching and mentoring by colleagues” and “knowledge and know-how sharing among employees” were significant, whereas in the non-managerial group, “coaching and mentoring by supervisors” and “knowledge and know-how sharing among employees” showed significant effects. These findings highlight the need for personalized learning opportunities and HR management strategies that reflect the characteristics of each group to enhance organizational competitiveness.