Seoul Journal of Business

Volume 12, Number 1 (June 2006)

Best Practices and Performance-Based

HR System in Korea

Eun-Suk Lee*
Massachusetts Institute of Technology
Massachusetts, U.S.A.

Seongsu Kim**
Seoul National University
Seoul, Korea

Abstract
The purpose of this paper is to review major changes in the HR system
in Korea and to suggest five propositions that need to be studied for
better understanding of the configuration of performance-based HR
system in Korea. The HR system in Korea went through great
transformations after the financial crisis in the late 1990s. The
performance-based HR system, which many Korean companies
currently claim to have, is thought to have originated from the notion of
so-called best practices of leading U.S. companies. In the framework of
best practices, there is one universal HR practice set that can be applied
to any situations. Although Korea maintained much of its unique
organizational culture and HR practices, Korea also modified its HR
system after the best practices to a great extent.
By understanding the similarities and differences between the
performance-based HR system and best practices, we will be able to
better understand the current Korean HR system. In this study we call
for empirical work on the changing configuration of HR system in Korea.
We suggest five propositions that will be crucial in understanding the
similarities and differences between the performance-based HR system
*
**

Main author, Doctoral Student, Sloan School of Management, Massachusetts

Institute of Technology
Coauthor, Associate Professor, College of Business Administration, Seoul
National University ([email protected]).
This study was supported by the Institute of Management Research at SNU.

Seoul Journal of Business

and best practices.

Keywords: HR system in Korea, firm performance, strategic human
resource management

INTRODUCTION
Many Korean firms went through fundamental changes in their
management paradigms, systems and practices since the
financial crisis in late 1990s. Like other managerial functions,
human resource management (HRM) in Korea has changed
greatly right after the financial crisis began. The direction of
changes in Korean HR system was toward performance-based
HRM. The concept of performance-based HRM is characterized
by the mechanism in which HR practices such as performance
appraisal, promotion or compensation are tightly linked to
individual or group performance. This concept is contrasted with
the traditional seniority-based HR system where job security is
emphasized and promotion and remuneration rules depend
basically on seniority.
Performance-based HRM is thought to have originated from the
notion of so-called best practices, which mainly originate from
the U.S. companies and are becoming the model for a great
number of companies in the world (Rowley and Bae 2002). In the
framework of best practices, there is one universal HR practice
set which can be applied to any situations, which ensures high
performance (Arthur 1992, 1994; Huselid 1993; MacDuffie 1995;
Delaney and Huselid 1996; Ichniowski et al. 1997; Pfeffer 1994,
1998). With the trend of globalization, best practices have
obtained a wider logical foundation for application in global
dimension, and the recent HR changes in Korean firms also owe
their main direction to this trend. However, while U.S.-type best
practices are said to be popular among Korean firms, it should
be noted that the unique social and cultural contexts in a
country have influence on the adoption and activation of new HR
practices. Especially, considering the contrast between
traditional seniority based-HRM and new performance-based
HRM in Korean firms, it is expected that current form of Korean
firms performance-based HRM would contain various unique
aspects that reflect characteristics from both practices.

Best Practices and Performance-Based HR System in Korea

The purpose of this paper is to review major changes in the HR

system in Korea and to suggest five propositions that need to be
studied for better understanding of the configuration of
performance-based HR system in Korea.

THORETICAL BACKGROUND AND PROPOSITIONS

Configuration of the HR System in Korea
There is still no consensus on a term to describe current form
of HR systems in Korea. Although the term is not officially
approved, performance-based HRM is generally used among the
researchers and practitioners in Korea. Terms such as new HR
practices and innovative HR practices are also widely used.
These terms refer to a new HR system, which is different from
the traditional seniority-based HRM.
Traditional Korean HRM is characterized by seniority-based HR
practices and lifetime employment relying on internal labor
market. Such traditional HR policies and practices have been
thought to be useful for the rapid growth of Korean firms since
1960s (Yu, Park, and Kim 2001). However, these traditional HR
practices were frequently criticized as ineffective and unfit for
changing business environments from the 1980s. As a result, socalled new HR system emphasizing performance has begun to
emerge since late 1980s and early 1990s. Moreover, fierce
international competition and economic distress especially since
the financial crisis in late 1990s have demanded more efficient
and flexible utilization of human resource with lower labor costs
(Kim, Bae and Lee 2000).
The popularity of U.S.-type best practices increased after the
financial crisis in the 1990s because Korean firms had to adopt
global standards, which induced fundamental paradigm shift in
HRM. Thus, it seems that current pattern of the changes in
Korean firms HRM is characterized as the new transformation
rather than as only continuous gradual improvement from the
past HR practices (Park and Noh 2001). The traits of the
paradigm shift in HRM are summarized as following: (1) from
internal labor market-based to external labor market-based, (2)
from group?seniority-based to individual?performance-based, (3)

Seoul Journal of Business

from people-based to work-based, (4) from staff-based to line

manager-based, (5) from domestic-based to international-based,
(6) from vertical structure-based to horizontal structure-based,
(7) from generalist-based to specialist-based one. Although there
exists such a paradigm shift, it does not mean a thorough
replacement of the old paradigm with the new one, but means
the coexistence of two paradigms (Jeong 2000). Actually,
researchers debate over whether the change is a fundamental
paradigm shift or a transient change, and over whether it is a
part of global HR convergence or the emergence of newly unique
Korean pattern (Park and Noh 2001; Yu, Park, and Kim 2001).
These detailed characteristics of individual current HR
practices reveal that each system contains mixed traits of old
and new, thus making it difficult to conclude about the identity
of HR changes in Korean firms now.
Recruitment and selection. Recruitment patterns have changed
from mass recruitment of new graduates to recruitment on
demand, and from generalist orientation to specialist (Bae and
Rowley 2003). Mass recruitment of new gradates two times a
year (in spring and fall) was an appropriate form in traditional
Korean HRM relying on internal labor market and job security.
However, changes in business environments have required
recruitment on variable demands, and a lot of Korean firms have
accepted this new recruitment practice (Lee 2002). Workers who
used to stay with a firm for a long time-frequently all of their
careers-also began to change employers more often (Jung et al.,
2003; Park and Noh 2001).
Another change in recruitment is that experienced ones with
special skills are preferred over new recruits (Jeong 2000). In the
past, most jobs were assigned or substituted internally due to
the rigid organizational culture. However, increasing global
competition, growing importance of specialist owing to
technology development, increased importance of lifetime job
over lifetime employment induces the horizontal mobility of
workers among companies, with emphasis on external labor
market and flexibility in staffing.
It is also remarkable that Korean firms are trying to open doors
to women since the late 1990s and more and more women are
entering into labor force. Since the financial crisis in 1990s, the

Best Practices and Performance-Based HR System in Korea

increase in female labor force participation has been greater than

that of man and the female labor force participation exceeded
50% in 2005 for the first time in history (Jung 2006).
Training and development. With increasing emphasis on
performance in HRM, training and development is also under
the influence of current performance-based HRM trend.
Specifically, many companies emphasize training specialists with
specific skills related with corporate strategy rather than training
generalists. They operate training programs that are intended to
form a specialist pool (Noh et al. 2003). As a result, for workers,
new pattern of training and development increases their
employability, and for companies, it contributes to the
improvement of employee capability and firm performance by
tightly liking the training programs with corporate strategic aims.
Companies also spend more money to train employees and are
found to be very strategic in choosing whom to train. Fourteen
percent of regular workers received some form of training in
2003, but only 2.7% of part-time workers had such opportunities
(Lee 2005). Companies also report good return on training
expenses and plan to expand their training budget over time (Lee
2005).
Compensation. Compensation is an area in which the most
important changes have been taking place in Korean firms after
the financial crisis (Yu, Park, and Kim 2001). Traditionally,
seniority has been an important element in determining base
salary and annual increase in Korean firms, but this system has
been criticized continuously because it did not reflect the
performance of employees or companies. Since mid-1990s, firms
have moved from a seniority-based system toward performancebased one with Yeon-bong je (Korean-style merit pay) and group
incentive system such as profit sharing, and the financial crisis
significantly accelerated this trend. Actually, the 2000 survey of
Korean firms by Korea Labor Institute (KLI) reveals that
companies that adopted Yeon-bong je from 1998 to 2000, which
is right after the financial crisis, occupy 78.3% of all companies
that adopted it (Park and Noh 2001). However, although the
overall direction of the change in compensation system is from
seniority to performance, 56.6% of Korean firms in 2002 still

Seoul Journal of Business

have Ho-bong table (pay table that reflects seniority). Also the
fixed wage determined with Ho-bong table occupies as much as
65.7% in total wage. These practices show that seniority still
matters in Korean firms compensation practices (Jung et al.,
2003).
In 2005, 48.4% of firms had adopted Yeon-bong je and 32.1%
of firms have some form of group-based, performance-based pay
system (Kim 2006). Also adoption of these performance-related
pay system was found to be related to increases in labor
productivity. Therefore, it is expected that these performancerelated pay system will gain more popularity among Korean firms
over time (Kim 2006). Whether the increased use of performancerelated pay systems in Korea is related with increased sales,
profits, or other financial performance indicators is an important
research issue, but there seems to be a lack of studies in this
area.
Evaluation. Related to the expansion of performance-based
compensation, performance evaluation is another area that went
through substantial changes in Korea. Traditionally, evaluation
was not quite important under the seniority-based compensation
system, and it was mainly used for the promotion decision.
However, Korean firms began to apply evaluation results to both
employee development and compensation decision. Management
by objectives (MBO) plays a key role for the evaluation of
individual performance, which applies to both compensation
decision and individual development in Korean firms. The
adoption rate of MBO rapidly increased from 35.0% in 1998 to
49.0% in 2000 (Yu, Park, and Kim 2001). Also, most of the
Korean companies make use of both performance appraisal and
competency appraisal in HR decision-making. For decisions
related to compensation and promotion, the result of
performance appraisal plays a more important role, and
concerning individual development, that of competency appraisal
is more important (Park and No 2001). Additionally, more and
more Korean firms are adopting 360-degree appraisal and
feedback system. In particular, upward appraisal has seen
increased adoption for compensation decision and leadership
development (Yu, Park, and Kim 2001).

Best Practices and Performance-Based HR System in Korea

Organization structure. The direction of recent changes in

organization structure in Korean firms was toward a more flat
structure. Traditionally, Korean firms organization structure was
characterized by long hierarchy and concentration of authority at
the top. This often brought about negative effects including
stagnant and bureaucratic attitudes (Cho 2000). Recently,
Korean firms are flattening the structure by reducing the grade
system and decision making procedure and by delegating
authority to employees down in the hierarchy (Yu, Park, and Kim
2001). Team-based work system is a very significant trial to
flatten the traditional hierarchical structure. Under the teambased system, long grade hierarchy is removed, and decisionmaking line is simplified into two steps: a team leader and team
members. The 2000 survey of Korean firms by KLI presents that
80% of respondent companies adopted team-based work system
(Park and Noh 2001). Self-supporting accounting system in
business units and outsourcing of some HR functions have also
influenced recent structural changes in Korean firms as well.
Employment adjustment. After the financial crisis, many
Korean firms began to abandon lifetime employment principles
and adopt flexible employment principles. While adjustment can
come via reduced hiring, the speed of employment adjustment
couldnt be fast enough under the lifetime employment system.
Therefore, firms have also used dismissals and so-called
honorary retirement plans (Bae and Rowley 2001). The 2000
survey of Korean firms by KLI demonstrates that 66% of
respondent companies answered that they implemented
employment adjustment since financial crisis, and especially in
1998, almost one third of Korean firms had employment
adjustment (Jung et al. 2003).
The use of a contingent labor force (e.g., part-timers,
temporary workers and leased workers) became widespread after
the crisis. Accordingly, the Law on Protecting Dispatched
Workers was enacted in February 1998 to regulate and control
the use of contingent workers (Bae and Rowley 2003). It is even
argued that temporary and part-time workers now outnumber
full-time workers (Burton 2000).
Employment adjustment mainly aims at cost reduction rather
than productivity improvement or HRM efficiency, and it is

10

Seoul Journal of Business

doubtable that it has the ultimate positive impact on firm and

national competitiveness (Jung et al. 2003).
Prior Empirical Works. As mentioned above, the financial crisis
in the late 1990s stimulated radical changes in Korean HRM,
and the direction of the change was toward best practices. At
the same time, the influence of Korean culture and institutional
inertia has led Korean firms to modify those best practices to fit
with the Korean situation. Despite globalization, varied national
HR systems remain as distinctive political, economic,
institutional, and cultural frameworks (Bae and Rowley 2001).
Yu, Park, and Kim (2001) pointed out that Korean firms still
have their traditional HR traits because only a few years have
passed since the destruction of seniority-based HR system.
Arguing that there are some limits in analyzing radical changes
in Korean firms HRM with western viewpoints, they tried to
examine the emerging pattern of HR systems in Korea,
considering Koreas unique circumstances. By employing two key
dimensions, the relationship-transaction continuum and the
high utilization-low utilization continuum, they clustered Korean
firms into four HR systems. They found that relationship-low
utilization type is the major form of Korean firms, which means
many of Korean firms HRM still remain in traditional practices
in spite of globalization.
Nho et al. (2003) studied the factors that affect the adoption of
innovative HR practices such as recruitment on demand, career
development, independent career path of specialist, 360-degree
appraisal, appraisal feedback, management by objectives, merit
pay, profit sharing and gain sharing. With this set of innovative
HR practices, they examined the antecedents of innovative HR
practices adoption, considering the overall effects of rational
choice and institutional isomorphistic variables. They found that
both variables are positively related with the adoption of
innovative HR practices, which means that both institutional
factors and rational choice mattered when innovative HR
practices are adopted.
Bae and Rowley (2003) compared traditional HR practices with
emerging practices in Korea in the following four main HR
functions: recruiting competences (recruitment selection),
reinforcing competences (evaluation and rewards), retaining

Best Practices and Performance-Based HR System in Korea

11

competences (training/development and job design), and

replacing competences (employment flexibility and
outplacement). Analyzing the changing patterns of HRM, they
diagnosed that Korean HR systems are in a medium-level of
numerical flexibility. They also found that Korean firms have
mixed remuneration systems, which are based on both seniority
and performance.
A survey of previous studies suggest that the performancebased HR system in Korea is different from traditional HR
system, but at the same time it is not the same as best practices.
It is important to understand how the performance-based HR
system in Korea is different from best practices.
In this paper, Korean HR practices are composed of
performance-based HR practices and traditional practices. These
two sets of HR practices could overlap with best practices as
shown in Figure 1. If there is a lot of overlap between best
practices and performance-based HR system, it means that
Korean performance-based HR practices were mostly replaced by
western HR practices. If the overlap is not big, it means Korean
HR practices are still different from western HR practices. In any
case, the performance-based HR practices in Korea will have
some overlapping area with best practices due to recent changes.
Hence, we suggest the following proposition.
Proposition 1. The performance-based HR system in Korea
and the best practices will have common practices.
HR System and Firm Performance
Bae and Sa(2003) examined the relationship between HR

Performance-based HR Traditional HR practices

practices

Best practices

Figure 1. HR System in Korea and Best Practices

12

Seoul Journal of Business

systems and firm performance in Korea. This relationship has

been an important topic in the field of strategic human resource
management, and most of previous researches found a positive
relationship between them (e.g., Huselid 1993; MacDuffie 1995;
Delaney and Huselid 1996; Ichniowski et al. 1997). Accepting the
viewpoint of Dyer and Reeves (1995), Bae and Sa (2003)
measured various dimensions of organizational performance,
using a balanced scorecard (BSC). They found HR systems
positive effects on organizational performance and the
moderating effects of business strategy in the relationship
between HR system and organizational performance. However, in
measuring HR systems, they used 7 best practices, following
Pfeffer (1998), which could be different from actual Korean
practices.
As mentioned above, many researchers have found the positive
relationship between HR system and firm performance in various
studies of strategic human resource management. This is also
theoretically grounded. Based on these empirical results, we
suggest the following.
Proposition 2. Each HR sub-system will be positively related
with firm performance.
Strategic Human Resource Management
Universalistic perspective. In strategic human resource
management, there are three different theoretical frameworks:
universalistic, contingency, and configurational perspectives
(Delery and Doty 1996; Yu, Park, and Kim 2001). These
theoretical frameworks provided important theoretical
background upon which many theoretical and empirical work
flourished.
First of all, according to the universalistic perspective, some
HR practices are universally effective, and firms that adopt these
best practices will reap higher profits (Pfeffer 1994; Huselid
1993; Delery and Doty 1996). This perspective has many
followers among practitioners and researchers alike. Also quite a
number of previous studies confirmed this perspective. In this
study, we focus on relative impact of best practices and
performance-based HR system on firm performance in Korea.

Best Practices and Performance-Based HR System in Korea

13

Hence, we suggest the following proposition.

Proposition 3a. According to the universalistic perspective,
best practices will be more positively related with firm
performance than the performance-based HR system will.
Contingency perspective. Contingency perspective posits that
the relationship between the relevant independent variables and
the dependent variable will be different for different levels of the
critical contingency variables (Delery and Doty 1996). This
perspective negates the existence of the best practices in
managing human resources. It postulates that when HRM is fit
for the organizational environments or strategies, higher
organizational performance is achieved (Van de Ven and Drazin
1985; Schuler 1989). Moreover, the impact of HR practices is
dependent upon the congruence between HRM and contingent
variables and national contexts such as institution and culture
(Bae and Rowley 2001). Thus, although globalization imposes a
trend of HR convergence, unique social, political and cultural
contingencies that each national context has resist the
convergence, resulting in the HR divergence. This logic can be
applied to Korean HR system. In Korean business environments,
Korean performance-based HR system that is more congruent
with Korean institutional and cultural contexts could be more
effective than best practices will. Hence, we postulate the
following.
Proposition 3b. According to the contingency perspective, the
performance-based HR system will be more positively related
with firm performance than best practices will.
Configurational perspective. Finally, in the configurational
framework, there are complementarities or synergistic effects
among HR practices (Delery and Doty 1996). The basic
assumption of configurational perspective is that HR practices
interact with each other and, hence, the bundles of the practices,
not individual practice, matter. According to this perspective, a
variety of internally-fit HR systems can achieve high
performance. This is called equifinality (Dess and Robbins 1984;
Doty and Glick 1994), which means there are more than one way

14

Seoul Journal of Business

to the top of the mountain. Configurational perspective suggests

that both best practices and Korean performance-based HR
system can lead to high performance. Hence, we postulate the
following.
Proposition 3c. According to the configurational perspective,
both best practices and performance-based HR system will have
positive relationship with firm performance.
Three different propositions can be induced from each
perspective in strategic human resource management. An
empirical work will help us find which proposition is more
consistent with the recent state of Korean HR practices.

CONCLUSION
In this study we reviewed major changes in the HR system in
Korea and suggested five propositions that need to be studied for
better understanding of the configuration of performance-based
HR system in Korea. The HR system in Korea went through great
transformations after the financial crisis in the late 1990s.
Specifically, the performance-based HRM in Korea has become
closer to the U.S.-type best practices. In the framework of best
practices, there is one universal HR practice set which can be
applied to any situations, which is thought to lead to high
performance. With the trend of globalization, best practices have
obtained a wider logical foundation for application in global
dimension, and the recent HR changes in Korean firms also owe
their main direction to this trend. Although Korea maintained
much of its unique organizational culture and HR practices,
Korea has also modified its HR system after the best practices.
However, while U.S.-type best practices are said to be popular
among Korean firms, it should be noted that the unique social
and cultural contexts in a country have influence on the
adoption and activation of new HR practices. Especially,
considering the contrast between traditional seniority basedHRM and new performance-based HRM in Korean firms, it is
expected that current form of Korean firms performance-based
HRM would contain various unique aspects that reflect

Best Practices and Performance-Based HR System in Korea

15

characteristics from both practices.

The purpose of this paper is to theorize on and examine the
configuration of performance-based HR system in Korea. Also we
suggest hypotheses on the relationship between performancebased HR system, best practices, and firm performance. For this
purpose, we suggest five propositions that need further
examination. A comprehensive data gathering and a thorough
analysis will reveal the scope of changes in the Korean HR
system and its impact. Results of such a study will help us better
theorize the nature and impact of performance-based HR system
in Korea.

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