• Journal of Labour Economics
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• v.24 no.2
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• pp.125-162
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• 2001

According to the survey results on non-standard employment, most of the non-standard workers are women and work at service jobs and some jobs that do not require firm-specific skill. Also wages of non-standard workers appear to be lower than those of standard workers by 10~19%. Non-standard workers are very much likely to be excluded from beneficiaries of economic growth because job contents and ability are not important relatively as criteria in determining their basic wage and their benefits are also much lower in severance pay and bonuses, vacations, 4 social insurances, education and training opportunities. Because of very low rate of union membership, the working conditions of non-standard workers are not expected to be improvable easily by unions. It seems that the reason of the demand increase for non-standard workers is mainly because not only an individual establishment demands quantitative flexibility in employment, but also there are tendencies of being smaller in establishment size and of growing service industries macro-economically. The number of non-standard workers are expected to increase continuously in the future, too.

• Journal of Labour Economics
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• v.24 no.2
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• pp.95-123
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• 2001

One of the most pronounced phenomenon among the changes in the 1990s' Korean labor market is the growth of the share of temporary and daily workers. Yet, it is still not clear exactly how the phenomenon should be interpreted. In order to look into the phenomenon, the paper introduces various definitions of employment status based upon multi-dimensional classification criteria and estimates their sizes using the EAPS Supplemental Survey of August 2000 by the National Statistical Office of Korea. According to the data set, the share of temporary employment by the OECD standards is 17.6% which is higher than most European countries but not far away from them unlike some popular claims. Further, it is shown that the high proportion of temporary and daily workers among the employees, currently above 50%, is possibly due not only to the increased employment instability but also to the widened differentiation among workers in terms of fringe benefits such as the retirement pay and social insurances.

• Korean Business Review
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• v.20 no.1
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• pp.19-32
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• 2007

As business environments rapidly changing and becoming more competitive, manager begin to realize the needs of the network organization structure reflecting the newly emerging internet environments. This paper, therefore, attempt to provide managers with a framework that can be used to design an effective network structure. The framework described here shows three important characteristics of network organizations: First, staffs need to be knowledge workers, rather than rule follower. Second, managers need to emphasize the empowerment, rather than exercising hierarchical power and control. In order for managers to support the design of network organizations they need to implement information systems that can integrate staffs, tasks, and information technologies.