This study aimed to analyze the problems of human resource development management and their causes through case studies of Hyundai Motor Company and Kwangju Bank, as a preparatory step for establishing a human resource development management model suitable for the sociocultural environmental characteristics of Korean firms. In analyzing the problems of the case firms, this study proceeded from the following basic assumption: the problems of the case firms could arise, on one hand, from deficiencies within the firms themselves—that is, insufficient managerial know-how regarding human resource development management—or, on the other hand, from the fact that the sociocultural environment of Western firms that gave rise to the evaluation criteria (theoretical models) used to judge management practices differs from the sociocultural environment in which the case firms (Korean firms) operate. The research findings revealed three sociocultural environmental factors underlying Korean corporate human resource management that gave rise to the "problems" in the case firms' human resource development management practices when compared with the theoretical model: (1) the principle of equal distribution of educational opportunities as a prerequisite in the education domain for realizing the ideal of long-term employment; (2) the characteristics of job performance requirements analysis influenced by a familistic management philosophy—specifically, the phenomenon of needing to limit the dimensions of analysis to job categories and ranks, as opposed to the individual job-level analysis typical of Western firms; and (3) the phenomenon of non-differentiation in the qualification profiles of new employees due to the influence of a holistic education-oriented educational system. On the other hand, the problems that could be resolved through the application of "managerial know-how" suggested by the theoretical model, independent of sociocultural influences, were identified as the following four: (1) problems arising from the failure to investigate the qualification profiles of existing employees despite the ability to do so based on job category and rank-level job performance requirements; (2) problems arising from the education managers of the case firms simply being unaware of the economic criteria and rational procedures of the theoretical model in the selection of educational programs; (3) problems evident in the management approach of requiring all employees to participate uniformly in mandatory training programs, disregarding individual differences as prescribed by the theoretical model; and (4) problems caused by failing to apply available tools for evaluating educational effectiveness, particularly at the level of practical application.