• The Journal of the Korea Contents Association
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• v.13 no.12
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• pp.212-220
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• 2013

This study analyzed the effect of fairness of personnel management systems of public organizations on job satisfaction and job performance. For hits, satisfaction, problems, and improvements of personnel management systems were investigated targeting 4 personnel management systems which are being operated in Chungcheongnam-do and analyzed the correlations between job satisfaction and job performance with it. Personnel fairness has the positive effect on job satisfaction and performance of public servants. When personnel management is done by considering career, degrees of work difficulty, and efforts, job satisfaction and performance can increase. This shows that fair personnel management plays the important role in organizations and employees' morale. As the various personnel management systems are being operated in Chungcheongnam-do, the fact that personnel management of public servants is done according to objective evaluation materials and procedures with the same principles should be recognized.

• Journal of Practical Engineering Education
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• v.14 no.3
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• pp.579-591
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• 2022

This study analyzed the effect of career development system and personnel management equity on career success for workers who experienced various career change environments. The results of empirical study were as follows: First, it was found that career adaptation partially mediated career development system and career success relationship. Second, it was found that the moderating effects of personnel management equity on career success and career adaptation respectively. Third, it was found that the moderating effect of personnel system fairness was mediated by career adaptability in the relationship between career development system and career success. The analysis results confirm the importance of career adaptability and personnel system fairness for individual career success and suggest that the effectiveness of the career development system can be increased when the characteristics of career development and the personnel system are combined.

• Management & Information Systems Review
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• v.38 no.4
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• pp.159-182
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• 2019

The purpose of this study is to investigate the impact of members' perception of unit change management efforts on their emotional-organizational commitment during the military restructuring. The mediating effect of change acceptance of the members in this relationship is also studied. Currently, the military is seeking to restructure its military construct in order to actively cope with the rapidly changing security situation and the decrease in military service resources. If an organization fails to effectively manage its changes when undergoing restructuring, it is difficult to expect the success of organizational change due to its members' resistance to change. Therefore, this study suggested the effect of members' perception of personnel fairness and transformational leadership on their emotional-organizational commitment and the mediating role of the members' change acceptance in the relationship between them as the hypotheses. Survey results show that personnel justice and transformational leadership has a positive impact on the emotional-organizational commitment of the members, and that the change acceptance of the members partially mediates the relationship between them. By presenting the mediating effect of change acceptance with theoretical implications, the theory has been expanded. In practice, the change management activities for the restructuring of the military structure have been identified, and the effort for enhancing the change acceptance of the members is required to success on the organizational restructuring.

• Journal of Digital Convergence
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• v.14 no.9
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• pp.199-214
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• 2016

There is a negotiation between management and labors about paying incentive at the every end of the year. This result causes the conflict between management and labors. The successful operation of incentive system is based on respect and common benefit between workers and managers. The manager-trust is the power of leading reciprocality. This research started from the issues of companies with incentive system at this year. This research analysed the influence of manager-trust by the fairness of incentive system. and how HRM system affects the manager-trust through the strength of the HRM system. It appeared in a survey that shows the fairness of incentive system and manager-trust effect positive matter. As a result of the control effect in the strength of the HRM system, the relationship between distributive justice and manager-trust shows that Distinctiveness, consistency, and consensus have the control effect. Although the Distinctiveness has control effect, consistency and consensus didn't have control effect in the relationship between perceptual justice and manager-trust.

• 대학교육
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• s.140
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• pp.57-61
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• 2006

교수인사제도는 유연성과 더불어 공정성과 투명성을 높이기 위한 노력이 필요하다. 교수인사제도와 관련된 법령체계를 체계적으로 정비하여 고등교육법으로 일원화해야 하고, 대학교원의 정원에서 전임교원 중 비정년트랙 교원의 비율이 일정 비율을 초과할 수 없도록 하는 방안을 세울 필요가 있다. 또한 다양한 독립적인 심사기구를 설치해야 한다.

• Journal of the Korea Convergence Society
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• v.9 no.5
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• pp.191-202
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• 2018

Artificial intelligence (AI) is already being utilized in certain personnel selection processes in organizations; AI will eventually make even final decisions for personnel selection. The present study investigated potential job candidates' perceptions of an AI recruiter by comparing the selection procedures carried out by an AI recruiter to those carried out by a human recruiter. For this study college students in South Korea were recruited. They were each shown one of two recruitment scenarios (human recruiter vs. AI recruiter; between-subject design) followed by questionnaires measuring their satisfaction with the selection procedures and procedural justice, their trust in the recruiter, and their belief in a just world. Results show that potential job candidates were more satisfied with the selection procedures used by the AI recruiter than the human recruiter; they perceived the procedures as fairer than those used by the human recruiter. In addition, potential job candidates' trust in the AI recruiter was significantly higher than their trust in the human recruiter. This study also explored whether potential job candidates' perceptions of the AI and human recruiter were contingent upon their beliefs in a just world. The present study suggests a direction for future research.

• 한국벤처창업학회:학술대회논문집
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• 2019.04a
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• pp.181-185
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• 2019

본 연구는 중소기업에 종사하는 구성원들의 직무역량에 영향을 미치는 요인으로 개인의 직무적합성과 조직의 공정성 두 변수를 독립변수로 하여 분석하였다. 각각의 독립변수별로 하위에 세부변수를 도출하여 세부변수별로 직무역량에 미치는 상관관계 정도를 분석하여 중소기업 인사 실무담당자들이 인력채용이나 직무관리 시에 종사원들의 직무역량 향상을 위해 필요한 시사점을 제시하고자 한다. 국내 중소기업 종사자 323명을 대상으로 설문지를 회수하여 SPSS와 AMOS를 활용하여 요인분석 및 신뢰도 분석, 타당성 분석을 실시하고, 회귀분석 등을 통해 독립변수와 종속변수간 상관관계를 분석하였다. 대부분의 선행연구가 직무역량이 직무만족이나 조직몰입 등에 미치는 영향을 분석한 반면, 본 연구는 직무역량 향상에 영향을 미치는 변수들을 도출하고 세부변수별로 직무역량에 미치는 영향 정도를 구분하여 제시하고자 한다.

• Knowledge Management Research
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• v.22 no.1
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• pp.85-103
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• 2021

While there is a rapid transition to smart work due to COVID-19, not many studies have measured the changes in organizational culture after firm-wide institutionalization of smart work. Through a questionnaire and a series of stakeholder interviews, this study examined how and to what extent employees' perception of organizational culture changed after the introduction of smart work in a large leisure service company H in South Korea. The working culture of the organization is measured as the changes in the organizational members' perception on seven dimensions: strategic innovativeness, organizational flexibility, fair human resource management, rational decision making processes, organizational vitality, trustful collaboration, proactive leadership. The results demonstrated that, after the introduction of smart work, the organizational members' perception on strategic innovativeness, organizational flexibility, organizational vitality, trustful collaboration have declined significantly while the changes in fair human resource management, rational decision making processes, and proactive leadership are insignificant. Though found to be insignificant, follow up interviews revealed that participants think that the role of management leadership is very critical for the smart work systems to be institutionalized successfully. While the smart work may have different effects depending upon industry or organizational characteristics, this study present a case for changes in organizational culture after institutionalizing smart work. Implications are discussed with further research issues at the end.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.6
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• pp.169-177
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• 2019

From the past to the present, justice has attracted many people's attention. Most of the previous studies carried out in relation to justice are studies of the resulting variables, and there is a great advantage that they let us know about the importance of justice. However, the findings are focused only on the behavior of the members of the organization according to the status of justice already perceived. Therefore, studies on the antecedent of justice are also necessary to understand justice accurately. This study identifies the factors that can directly affect justice and the contextual factors that could moderate their relationship. In particular, using the '2017 Public Employee Perception Survey' released by the Korea Institute of Public Administration, we examined how innovative behavior of public employees affects the perception of distributive justice and how the relative professionalism, which is the situation variable, moderates the relationship between variables. A regression analysis of 321 public employees showed that innovative behavior affects the perception of distributive justice, and that the positive relationship of innovation behavior to the perception of distributive justice is weakened when the level of individual perceived relative professionalism is high.

• The Journal of the Korea Contents Association
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• v.22 no.5
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• pp.214-222
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• 2022

It is important to realize employment equality to fulfill corporate social responsibility. The most suitable indicator for assessing its performance is the gender wage gap. Korea is considered the country with the most severe gender wage gap among OECD member countries, however, studies on the gender wage gap have been mainly attempted to explain in terms of the structure of the labor market, government policies, etc. This study focus on the characteristics of CEO and HR systems among the characteristics of organizations affecting the gender wage gap. The management philosophy sets the direction of organizational decision-making and activates the system. In addition, the HR system enables fair and objective organizational management for members through rules and procedures. However, even in organizations seeking rationalization, minority people may experience discrimination. Moreover, the rational HR system may act as a mechanism to justify discrimination, contrary to existing intentions. This study proposes that in order for the rational HR system to work positively, it must be based on the management philosophy. In other words, it is intended to derive a mechanism that can alleviate the gender wage gap from the integrated perspective of the characteristics of the CEO and the rational HR system. In particular, it aims to provide specific implications for how the organization should operate the HR system by examining the gender wage gap based on internal factors of companies that utilize manpower.