Analysis of the Current Status of Human Resource Development in the Quasi-Market Public Enterprise and Improvement Plans: Focusing on the Case of SR Co., Ltd.

Focusing on the case of SR Co., Ltd., this study applied traditional human resource development (HRD) theory to analyze the current state of HRD at SR Co., Ltd., a quasi-market public enterprise, across three dimensions: Training and Development (TD), Organization Development (OD), and Career Development (CD). As an organization facing the challenges of competing with its parent company (Korea Railroad Corporation, KORAIL) and managing independently, strategic HRD is crucial, yet research on this topic is lacking. The case study revealed that the main limitations in TD were a high reliance on outsourcing from the parent company, while in OD, a lack of execution capacity and formal training. In CD, the lack of a systematic roadmap for career paths by job function was identified. Accordingly, this study proposed a plan to strengthen TD through the development of internal experts and the activation of in-house instructors, strengthen OD execution through the application of an action research model, and systematically manage CD through the establishment of a career development assessment center. This study holds both academic and practical significance in that it presents a strategic HRD direction for SR to grow into a competitive, independent public enterprise.