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º» ¿¬±¸¿¡¼­´Â º¸°Çº¹ÁöºÎ »êÇÏ °ø°ø ¹× ¹Î°£±â°üÀÇ HRD ½ÇŸ¦ ÆľÇÇϱâ À§ÇØ HRD ¼º¼÷µµ, Á¶Á÷¸ôÀÔ, Çõ½ÅÇൿ ¹× Çõ½Å¹®È­ ¼öÁØÀ» »ìÆ캸¾Ò´Ù. ¿¬±¸´ë»óÀÚ´Â º¸°Çº¹ÁöºÎ »êÇÏ °ø°ø ¹× ¹Î°£±â°üÀDZ³À° ¶Ç´Â HRD ´ã´çÀÚÀÌ¸ç ¼³¹®¿¡ ÀÀ´äÇÑ ´ã´çÀÚ´Â 119¸íÀ̾ú´Ù. ¼öÁýµÈ ÀÚ·á´Â µ¶¸³Ç¥º» t-°ËÁ¤,ÀÏ¿øºÐ»êºÐ¼® µîÀ» È°¿ëÇÏ¿© ºÐ¼®ÇÏ¿´´Ù. ¿¬±¸°á°ú, °ø°ø±â°üº¸´Ù ¹Î°£±â°üÀÇ Çõ½ÅÇൿ°ú Çõ½Å¹®È­°¡³ôÀº °ÍÀ¸·Î ³ªÅ¸³µ´Ù. º¸°Ç‧ º¹Áö¾÷¹« ±â°üº¸´Ù º¹Áö¾÷¹« ±â°ü¿¡¼­ HRD ¿î¿µ ¼º¼÷µµ¿Í ¼º°ú ¼º¼÷µµ,Çõ½Å¹®È­°¡ ³ô°Ô ³ªÅ¸³µ´Ù. ¶ÇÇÑ, 50ÀÎ ÀÌ»ó ±â°üº¸´Ù 50ÀÎ ¹Ì¸¸ÀÎ ±â°ü¿¡¼­ HRD Àü·« ¼º¼÷µµ, ¿î¿µ¼º¼÷µµ, ¼º°ú¼º¼÷µµ ¹× Çõ½Å¹®È­°¡ ³ô°Ô ³ªÅ¸³µ´Ù. Àü´ãÀηÂÀÇ ¿©ºÎ¿¡ µû¶ó HRD Àü·«, ¿î¿µ, ÀÎÇÁ¶ó¼º¼÷µµ¿¡ Â÷ÀÌ°¡ ³ªÅ¸³µÀ¸¸ç HRD ¾÷¹«±â°£¿¡ µû¶ó Àü·« ¼º¼÷µµ, Á¶Á÷¸ôÀÔ, Çõ½ÅÇൿ¿¡¼­ Â÷ÀÌ°¡ ³ªÅ¸³µ´Ù. Á÷Ã¥º°·Î´Â °ü¸®ÀÚ°¡ ½Ç¹«ÀÚº¸´Ù Á¶Á÷¸ôÀÔ°ú Çõ½ÅÇൿÀÌ ³ôÀº °ÍÀ¸·Î ³ªÅ¸³µ´Ù. º» ¿¬±¸°á°ú´Âº¸°Ç․º¹Áö±â°üÀÇ ±³À°ÈÆ·Ã, °æ·Â°³¹ß°ú Á¶Á÷°³¹ß »Ó¸¸ ¾Æ´Ï¶ó Á¤Ã¥Àû ¹æÇ⼺À» Á¤Çϴµ¥ ±âÃÊÀÚ·á°¡µÉ °ÍÀÌ´Ù.

In this study, HRD maturity, organizational commitment, innovation behavior, and innovationculture level were examined to understand the HRD situation of public and privateorganizations under the Ministry of Health and Welfare. The subjects of this study were thosein charge of education or HRD at public and private organizations, and 119 persons respondedto the survey. The collected data were analyzed using the independent sample t-test andone-way ANOVA. As a result of the study, it was found that the innovation behavior andinnovation culture of private organizations were higher than that of public organizations. HRDoperation maturity, performance maturity, and innovation culture were found to be higher in thewelfare organizations than in the health and welfare organizations. HRD strategy maturity,operational maturity, performance maturity and innovation culture were found to be higher inorganizations with less than 50 employees than in organizations with more than 50 employees. There were differences in HRD strategy, operation, and infrastructure maturity depending on theavailability of professionals. There were differences in strategic maturity, organizationalcommitment, and innovation behavior according to the HRD work period. It was found thatmanagers had higher organizational commitment and innovative behavior than executives. Theresults of this study will be basic data for education and training, career development, andorganizational development as well as determining policy directions of health and welfareorganizations.


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Health and Welfare, HRD maturity, Organizational commitment, Innovation behavior, Innovation culture