저성과자와 관련한 지금까지의 많은 연구들은 개인의 인식에 초점을 두고 귀인이론을 이용하여 매니저나 동료 근로자들이 저성
과의 원인을 어떻게 파악하는가에 따라 이들에 대한 반응이 달라 짐을 연구하였다. 하지만 기업이 인사관리 제도가 저성과자들에게 어떤 영향을 미치는지에 대한 연구는 부족하였다. 직무순환 측면 에서도 저성과자에 대한 연구는 매우 부족하였다. 직무순환은 근 로자들로 하여금 다양한 직무에서의 경험을 하게 함으로써 능력과 성과를 향상시킨다. 따라서 본 연구는 사회교환이론을 통하여 직 무순환과 저성과자의 미래성과 간 관계를 실증 분석하였고 인적자 본 수준의 조절효과를 분석하였다. 지금까지 기업들은 저성과자들 에게 경고, 근신, 해고와 같은 부정적인 대우를 주로 행하였는데 직무순환은 다양한 직무에서의 경험을 제공한다는 점에서 저성과 자들에게 새로운 기회로 여겨질 수 있을 것이다. 대한민국 야구선 수 특히 저성과자 투수들을 대상으로 패널분석을 실시한 결과, 저 성과자의 기준을 하위 50%, 25%, 10% 그리고 5%로 구분하였을 때 모든 구분에서 직무순환은 저성과자들의 미래성과에 긍정적인 영향을 주는 것으로 나타났다. 하지만 인적자본 수준의 조절효과 는 어느 수준에서도 유의미하지 않은 것으로 나타났다. 본 연구는 기업의 인사제도를 통해 저성과자들을 관리한다는 점에서 그 의의 가 있다.
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Abstract
The Effects of Job Rotation on Low Performer and Moderating
Effects of Human Capital
Changbum Cho Department of Business Administration The Graduate School Seoul National University
The studies of low performers has only focused on perception of managers or colleagues to low performers. There are few studies that how human resource practices enhance low performers performance.
In addition, job rotation has been known to increase employees' ability and performance by giving lots of experiences to employees.
However, studies of jog rotation have also some limits in that lots of literatures studied influence of job rotation on employees' performance has only focused on high performers or average performers.
Therefore, the purpose of this study is to examine the effect of job rotation on low performers. According to social exchange theory, benevolent reactions of firms give positive influence on employees.
Traditionally, firms give negative reactions to low performer such as