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국제 메가 스포츠 이벤트 조직위원회의 경험 탐색과 효율적 인적자원 관리 방안 : - 2024강원동계청소년올림픽대회를 중심으로 -

Exploring Organizational Experiences and Effective Human Resource Management Strategies in an International Mega-Sport Event: The Case of the 2024 Gangwon Winter Youth Olympic Games

  • 배지영 (강원대학교 일반대학원)

초록/요약 도움말

The purpose of this study was to systematically explore the human resource management（HRM） experiences of the Organizing Committee for the 2024 Gangwon Winter Youth Olympic Games, identify areas requiring improvement within the current system, and propose sustainable and efficient HRM strategies. To achieve this objective, in-depth interviews were conducted with 20 organizational members representing diverse employment types, including professional contract employees, dispatched public officials, and temporary contract workers. The collected data were analyzed using the open coding and axial coding procedures of grounded theory. The analysis resulted in the identification of ten core categories: （1） job engagement and participation, （2） job design and placement, （3） organizational citizenship behavior and communication, （4） compensation management, （5） performance management and development, （6） knowledge capitalization and career management, （7） strategic human resource acquisition, （8） HRM system improvement, （9） education and training, and （10） other HR-related insights. Through axial coding, these categories were reconstructed into an interconnected HRM cycle consisting of acquisition, placement, development, retention, knowledge accumulation, and system improvement. The key findings at each stage are summarized as follows. First, at the acquisition stage, professional personnel functioned as critical organizational resources; however, it was found that standards for recruiting personnel appropriate to the type and scale of the event, as well as the establishment of a pre-existing talent pool, were insufficient. Given the temporary nature of the organization, the timing and quality of initial recruitment emerged as decisive factors influencing the efficiency of all subsequent HRM stages. Nevertheless, the organizing committee relied primarily on reactive and short-term hiring practices rather than a strategic talent acquisition system. Second, at the placement and job design stage, the committee exhibited structural limitations stemming from insufficient job analysis and unclear selection criteria, which led to inefficient personnel allocation and excessive workloads. Participants frequently reported being assigned tasks unrelated to their expertise or being required to perform multiple roles simultaneously. These findings suggest that the absence of competency-based workforce planning was a key source of inefficiency throughout organizational operations. Third, at the development stage, education and training programs were largely formalistic and one-time events, resulting in limited effectiveness and insufficient linkage to practical field operations. Likewise, the performance management system was fragmented, with evaluation, feedback, and training functioning independently rather than as an integrated process. Consequently, employees were compelled to rely on their individual experiences rather than receiving systematic organizational support, thereby restricting organizational learning and performance improvement. Fourth, at the retention and motivation stage, multifaceted challenges were identified in three areas: compensation, job engagement, and collaboration and communication. In terms of compensation, the inability of the reward system to adequately reflect individual performance and contributions emerged as a major factor contributing to decreased motivation and employee turnover. Regarding job engagement, experienced personnel demonstrated higher levels of engagement due to stronger professional identity and role recognition, whereas role ambiguity and perceived compensation inequity negatively affected engagement. In terms of collaboration and communication, delays in decision-making, centralized authority, and differences in work styles among employment groups were identified as structural barriers to organizational cooperation. These findings indicate that compensation fairness, internalized engagement, and structured communication should be integrated as complementary conditions for effective workforce retention. Fifth, at the knowledge accumulation and transfer stage, the knowledge and experience acquired during event operations tended to remain at the individual level and were not systematically managed or transferred at the organizational level. Due to the temporary nature of the organizing committee, valuable operational know-how was at significant risk of being lost once personnel dispersed after the event. This discontinuity was found to create a cyclical problem that negatively affects the quality of human resource acquisition and preparation for future events. Sixth, at the system feedback stage, the organizing committee’s HRM practices were characterized by fragmented and short-term approaches, creating structural limitations in achieving organizational effectiveness and sustainability. The challenges identified across all HRM stages were not isolated issues but rather consequences of the absence of a strategically designed HRM system. These findings suggest the necessity of transitioning toward a comprehensive HRM framework that encompasses job analysis, compensation, performance management, and knowledge management throughout the entire employee lifecycle. Furthermore, the establishment of a people-centered organizational culture and a strategic HRM system is essential for generating sustainable performance in mega-sport event organizations.

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목차 도움말

Ⅰ. 서 론 1
1. 연구의 필요성 1
2. 연구 문제 5
3. 용어의 정의 5
4. 연구의 제한점 8
Ⅱ. 이론적 배경 9
1. 임시 조직으로서의 국제 메가 스포츠 대회 조직위원회 9
2. 스포츠 조직의 전략적 인적자원관리 14
3. 조직행동 이론 23
4. 근거이론 26
Ⅲ. 연구 방법 29
1. 질적 연구와 근거이론 29
2. 연구 대상 30
3. 조사 도구 31
4. 연구 절차 33
5. 자료 처리 36
Ⅳ. 연구 결과 38
1. 직무 참여 및 직무 몰입 분석 결과 38
2. 직무 설계 및 배치 분석 결과 51
3. 조직 시민 행동 및 소통 분석 결과 67
4. 보상 관리 분석 결과 78
5. 성과 관리 및 개발 분석 결과 88
6. 지식 자산화 및 경력 관리 분석 결과 100
7. 전략적 인적자원 확보 분석 결과 109
8. 인적자원관리 시스템 개선 분석 결과 124
9. 교육훈련 분석 결과 135
10. 기타 인사 통찰 분석 결과 145
Ⅴ. 논의 및 시사점 152
1. 논의 152
2. 시사점 172
Ⅵ. 결론 및 제언 176
1. 결론 176
2. 제언 177
참고문헌 181
부록) 설문지 192

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