기업 인사담당자의 코칭에 대한 주관적 인식 연구: Q방법론을 활용하여

초록

The purpose of this study is to identify and analyze the coaching perception types and characteristics of corporate human resources (HR) managers. Q methodology was utilized, which is suitable for examining individual subjectivity, including perspectives, experience, and coaching awareness. A Q-population was constructed based on the corporate HR practices and coaching perceptions, and 40 unstructured Q-samples were extracted. The P-sample consisted of 22 incumbent HR professionals who understood the coaching concepts. After Q-sorting the 40 statements using a forced distribution, analysis via Ken-Q identified four perception types: Implementation-oriented Culture Building, Expertise-oriented Organizational Change, Individual Reflection-oriented Internal Change, and Practical Tool- focused Talent Development. These results suggest that coaching must be understood as both a core competency element and a practical work approach within HR. Beyond recognizing coaching merely as a talent development tool, there is a necessity to expand this awareness for its application across broader areas. Furthermore, follow-up studies are needed, particularly in a startup, to enhance coaching awareness and to validate its effectiveness. Keywords: Q methodology, study of subjectivity, HR manager, coaching

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