• Journal of the Korean Society of Food Science and Nutrition
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• v.36 no.4
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• pp.488-498
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• 2007

The purposes of this study were to: a) provide evidences concerning the effects of emotional leadership b) examine the impacts of emotional leadership on employee-related variables, 'job satisfaction', 'organizational commitment', 'organizational performance' and 'turnover intention', and c) identify a conceptual framework underlying emotional leadership. A survey was conducted from August 23 to November 3, 2005 to collect data from mid-level managers in food service company headquarters (N=219). Statistical analyses were completed using SPSS Win (12.0) for descriptive, reliability, factor and correlation analyses and AMOS (5.0) for confirmatory factor analysis and structural equation modeling. The main results of this study were as follows. First, the managers gave the highest point to their leaders in the emotional leadership competence 'organizational awareness : reading the currents, decision networks, and politics at the organizational level' and gave the lowest point in the emotional leadership competence 'influence: wielding effective tactics for persuasion'. Second, the means of job satisfaction was above the midpoint (3 points). Employees' job satisfaction with 'coworkers' was relatively high. However, the extents of satisfaction with 'payroll' 'promotion', and 'work environment' were relatively low. Third, the organizational commitment was above the midpoint (3 points). In the organizational commitment, 'loyalty' factor was higher than 'commitment' factor. Fourth, the means of organizational performance was above the midpoint. The highest organizational performance variable was 'internal efficiency; trying to reduce cost' and the lowest organizational performance variable was 'internal fairness ; equitable treatment and all are treated with respect with no regard to status and grade'. Fifth, most respondents intended on 'thinking of quitting ; towards turnover process'. Sixth, the test of hypothesis using structural equation modeling found that emotional leadership produced p[Isitive effects on job attitude and job performance. Emotional leadership enhanced job satisfaction and organizational commitment, and in turn, employees' attitude positive effects on organizational performance; emotional leadership also had a direct impact on organizational performance

• Journal of the Korean Society of Food Science and Nutrition
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• v.39 no.12
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• pp.1880-1892
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• 2010

The purposes of this study were to: a) provide evidence concerning the effects of emotional intelligence on job outcomes, b) examine the impacts of emotional intelligence on employee-related variables such as 'job satisfaction', 'organizational commitment', 'organizational performance', and 'turnover intention' c) identify the conceptual framework underlying emotional intelligence. A survey was conducted to collect data from foodservice managers (N=231). Statistical analyses were completed using SPSS Win (16.0) for descriptive analysis, reliability analysis, factor analysis, t-test, correlation analysis, cluster analysis and AMOS (16.0) for confirmatory factor analysis and structural equation modeling. The concept of emotional intelligence (EI) has been on the radar screens of many leaders and managers over the last several decades. The emotional intelligence is generally accepted to be a combination of emotional and interpersonal competencies that influence behavior, thinking and interaction with others. The main results of this study were as follows. The four EI (Emotional Intelligence) dimensions correlated significantly with age. The means of job satisfaction score were above the midpoint (3.04 point) scale. The organizational commitment score was above the midpoint (3.41 point) scale and was higher at 'loyalty' factor than 'commitment' factor. The means of organizational performance score were above the midpoint (3.34) scale. The correlations among the four EI (emotional intelligence) factors were significant with job satisfaction; organizational commitment, organizational performance and turnover intention. The test of hypothesis using structural equation modeling found that emotional intelligence produced positive effects on job attitude and job performance. Emotional intelligence enhanced organizational commitment, and in turn, managers' attitude produced positive effects on organizational performance; emotional intelligence also had a direct impact on organizational performance. This study has identified the effect of emotional intelligence on organizational performance and attitudes toward one's job.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.8
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• pp.304-316
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• 2017

The purpose of this study was to identify the components of the adaptation experiences and factors that help male nurses adapt to clinical nursing settings. The participants were eight male nurses working at general hospitals. Data were collected through in-depth interviews and analyzed using Giorgi's phenomenological analysis methods. The core components of the adaptation experiences of the participants in clinical nursing settings were summarized as 'dedication to work', 'challenges in reality that are different from expectations', 'establishing a professional identity', and 'self-development for the future'. The relationships between these components showed causative, accelerative, and recursive characteristics. The adaptation process was structured in the temporal context. In order for male nurses to adapt well to clinical nursing settings, policy efforts should be made to improve their working conditions and resolve inequalities, such as granting equal opportunities for promotion regardless of sex. In addition, it is essential for male nurses to have sufficient internal control for them to make self-directed efforts to strengthen their willpower and self-development efforts to facilitate their adaptation. This study suggests that developing suitable strategies and policy efforts based on the results is required to assist male nurses in adapting to clinical nursing settings.

• Proceedings of the KAIS Fall Conference
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• 2004.06a
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• pp.324-326
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• 2004

20세기 말까지만 해도 경제발전은 자원고갈과 자연환경파괴를 통한 대량생산 및 대량소비를 전제로 하여 이루어 졌다고 평가할 수 있다. 그 결과 세계의 자연환경은 급속히 훼손되었으며, 환경오염은 이제 인류의 생존을 위협하는 단계에 이르렀다. 이 같은 위기상황에 대처하기 위하여 지난 1980년대부터 선진국을 중심으로 환경경영에 대한 인식이 확산되기 시작하였다. 무엇보다도 자연환경 의 보존을 요구하는 사회적 압력은 기업으로 하여금 환경경영 의 필요성을 깨닫게 하였다. 환경 경영이란 기업들이 새로운 비교 우위를 창출하기 위하여 경 영 방식의 혁신에 있어서 자연환경을 초점으로 삼는 것이다. 환경경영이란 환경보전을 요구하는 이해 관계자들로부터의 요구에 기업이 이에 적극적으로 대응함으로써 한경보호와 경영성과를 동시에 달성하는 종합적인 경영을 의미한다. 환경경영은 이업의 전 활동에 걸친 전사적인 전략적 차원의 활동으로 기업경영이 어느 한 기능분야에 국한된 개념이 아니다. 궁극적으로 환경보호와 성장의 조화라는 기업의 목표달성을 위해 기업의 생산, 재무, 인사조직, 마케팅, 회계정보시스템등의 활동이 모두 통합되어야 할 것이다. (김종대, 이의훈:2003) 최근 들어 환경경영이 기업의 가치에 미치는 영향에 대한 연구가 활발히 전개되고 있는 가운데 선진국의 경우 기업의 가치가 대체적으로 정확하게 주가에 반영되고 있는 가운데 선진국의 경우 기업의 가치가 대체적으로 정확하게 주가에 반영되고 있어 우리기업들이게 시사하는 바가 크다 하겠다. 환경경영과 기업가치와의 상관관계를 조사한 연구결과에 따르면 우수한 환경경영을 실천하고 있는 기업의 주식을 중심으로 포트폴리오를 구성한 펀드의 수익율이 상대적으로 높게 나타나고 있어 환경경영의 중요성을 뒷받침하고 있다. 이를 위하여 본 논문은 우선적으로 기업의 환경경영에 기본이 되는 중요한 환경경제 유인정 책과 규제들을 중심으로 살펴보고자 하였다.학적 합성이 아주 까다로운 약제물질 등을 천연상태에서 합성하고 있기 때문이다. 또 식물은 lipoxygenase 효소계가 있어서 마치 천연물 석유제조공장과 같은 제조공정 capacity를 가지고 있다. 그러면 식물/식품 GMO는 안전한 것인가? 아니, KBS의 한 사회자가 말했듯이, 그리고 많은 소비자들이 믿는 것처럼 GMO는 위험한가? GMO에 대한 일반 사람들의 공포감은 Green Peace 당원들뿐만 아니라 일부 과학자들에 의해서도 조장되고 있다. 이러한 분위기 속에서 GMO에 의한 제2 녹색혁명은 Africa 대륙에서의 제1 녹색혁명이 지금도 지연되는 것과 같다고도 볼 수 있다. GMO의 환경에 대한 악영향은 과대 선전되어있는 것이 아닌가? 마치 GMO가 화학비료, 농약제보다 더 위험하다고 믿는 사람들도 많다. 나는 이러한 GMO 공포증이 과학적으로 그리고 "Risk Assessment"의 견지에서 볼 때 그 근거가 희박하다고 보여주는 몇 몇 실험 및 경험 사실들을 인용하려 한다. 그리고 올바른 Risk Assessment야 말로 한국의 21세기 BT 산업을 경쟁력 있게 하고 국민 년 소득 2만불 달성에 중요한 기여를 하게 될 것이라고 생각한다. 한국은 농토가 적고 천연자원이 빈약하다. GMO는 21세기의 생존 경쟁 산업이다. 제2의 녹색혁명은 얼마든지 가능하며, 한국은 부족한 농토와 빈약한 자원에도 불구하고 능력 있는 인적자원이 풍부하여 GMO 개발 연구에 국제적 경쟁력을 키울 수 있다. 그러나 GMO에 대한 논쟁만 하고 있으면 이미 때가 늦는다. 미국은 이미 GMO-BT 시장을 거의 완전 독점했으며, 타국에서의 논쟁과 불합리적으로 엄격한 GMO 관련 규정을 조장하고 환영한다.이상의 결과와 같이 인삼 saponin 성분들은 arachidonic acid로부터 cyclooxygenase를 통해 일단 생성된 endoperoxide에서 각각의 prostagland

• Journal of Venture Innovation
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• v.4 no.1
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• pp.51-65
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• 2021

The HR policy in the public sector was closed and operated mainly on written tests, but in 2006, a new evaluation, promotion and education system based on competence was introduced in the promotion and selection system of civil servants. In particular, the seniority-oriented promotion system was evaluated based on competence by operating an Assessment Center related to promotion. Competency evaluation is known to be the most reliable and valid evaluation method among the evaluation methods used to date and is also known to have high predictive feasibility for performance. In 2001, 19 government standard competency models were designed. In 2006, the competency assessment was implemented with the implementation of the high-ranking civil service team system. In the public sector, the purpose of the competency evaluation is mainly to select third-grade civil servants, assign fourth-grade civil servants, and promotion fifth-grade civil servants. However, competency assessments in the public sector differ in terms of competency assessment objectives, assessment processes and competency assessment programmes compared to those in the private sector. For the purposes of competency assessment, the public sector is for the promotion of candidates, and the private sector focuses on career development and fostering. Therefore, it is not continuously developing capabilities than the private sector and is not used to enhance performance in performing its duties. In relation to evaluation items, the public sector generally operates a system that passes capacity assessment at 2.5 out of 5 for 6 competencies, lacks feedback on what competencies are lacking, and the private sector uses each individual's competency score. Regarding the selection and operation of evaluators, the public sector focuses on fairness in evaluation, and the private sector focuses on usability, which is inconsistent with the aspect of developing capabilities and utilizing human resources in the right place. Therefore, the public sector should also improve measures to identify outstanding people and motivate them through capacity evaluation and change the operation of the capacity evaluation system so that they can grow into better managers through accurate reports and individual feedback

• Korean journal of food and cookery science
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• v.23 no.5
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• pp.589-600
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• 2007

Recently, with the rapid expansion of the franchise restaurants, ensuring food safety has become essential for restaurant growth. Consequently, the need for food safety training and related material is in increasing demand. In this study, we identified potentially hazardous risk factors for ensuring food safety in restaurants through a food safety monitoring tool, and developed training materials for restaurant employees based on the results. The surveyed restaurants, consisting of 6 Korean restaurants and 1 Japanese restaurant were located in Seoul. Their average check was 15,500 won, ranging from 9,000 to 23,000 won. The range of their total space was 297.5 to $1322.4m^2$, and the amount of kitchen space per total area ranged from 4.4 to 30 percent. The mean score for food safety management performance was 57 out of 100 points, with a range of 51 to 73 points. For risk factor analysis, the most frequently cited sanitary violations involved the handwashing methods/handwashing facilities supplies (7.5%), receiving activities (7.5%), checking and recording of frozen/refrigerated foods temperature (0%), holding foods off the floor (0%), washing of fruits and vegetables (42%), planning and supervising facility cleaning and maintaining programs of facilities (50%), pest control (13%), and toilet equipped/cleaned (13%). Base on these results, the main points that were addressed in the hygiene training of restaurant employees included 4 principles and 8 concepts. The four principles consisted of personal hygiene, prevention of food contamination, time/temperature control, and refrigerator storage. The eight concepts included: (1) personal hygiene and cleanliness with proper handwashing, (2) approved food source and receiving management (3) refrigerator and freezer control, (4) storage management, (5) labeling, (6) prevention of food contamination, (7) cooking and reheating control, and (8) cleaning, sanitation, and plumbing control. Finally, a hygiene training manual and poster leaflets were developed as a food safety training materials for restaurants employees.