• The Journal of the Convergence on Culture Technology
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• v.6 no.1
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• pp.99-104
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• 2020

This paper examines the performance according to the combination pattern of HRM and business strategy. The business strategy was divided into Miles & Snow's prospector, defender, and analyzer. Data were collected from the Korea Labor Institute's workplace panel survey from 2005 to 2015, and the analysis used 465 companies that are common respondents of the six wave surveys. To test the research model, structural equation modeling was employed. The results of the analysis showed that the combination of high commitment HRM and prospector had a positively significant effect on the performance. Contrariwise, the combination of high commitment HRM and defender, the combination of high commitment HRM and analyzer were not significant effect on performance.

• The Journal of the Korea Contents Association
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• v.17 no.2
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• pp.55-70
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• 2017

In order to understand job burnout, it is necessary to consider not only the working environment according to the market environment but also the social situation of the team or the organization. This study analyzed the effects of job demands and job resources on job burnout based on JD-R theory. In other words, the team-level variables, servant leadership and HRM control types, were tested for the effect of moderating the individual workload, emotional labor and job burnout. The results of empirical analysis showed that the higher the self-efficacy, the less job burnout, whereas the higher the workload and emotional labor, the more job burnout. Second, the more positive the team level input and result oriented HRM are, the less positive regression relation of workload and job burnout is. Finally, it was found that the intensity of the regression relation of negative self-efficacy and job burnout was amplified in the team with servant leadership.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.10
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• pp.548-553
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• 2016

This study analyzed the effect of the operation system of human resource management. First, the primary operating direction of the goal, talent selection system, and personnel management personnel management affected almost all the performance variables. More than one primary goal of personnel management in the loyalty inspired workers more than the fixed labor costs, and external recruitment of short-term hiring favored internal training scheme for long-term employment, employee training, and development in the long term more than short-term performance improvement the more weight to quality and innovation in the productivity of labor, product and services, employee-driven innovation, reduce turnover, had a positive impact on labor relations. On the other hand, the primary goal of personnel management and personnel selection methods had a positive impact on financial performance. Personnel management operating direction did not significantly affect the financial results. Second, the main type of employee utilization affected the quality of products and services, and labor relations. Trying to take advantage of temporary workers more than regular workers had a positive impact on the quality of products and services, and labor relations. Third, the operating unit of Personnel Management had an impact on the degree of innovation of products and services. Both personal achievements and the performance of the operating units had a positive impact on the degree of innovation of products and services, more than teamwork and personnel management. This study provided practical implications for verifying the effect of detailed characteristics of human resource management on financial/non-financial business performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.4
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• pp.95-109
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• 2013

The practices and processes of HRM (Human Resource Management) for university faculty in Korea depend heavily on assessment of research and teaching rather than the UIC (University-Industry Cooperation) performance. In this regard, HRM of Korean universities is said to be far distant from UIC. Although policy initiatives by the Korean government, notably the MoE (Ministry of Education) have implemented in most universities, the desirable level of UIC could not be achieved yet. Moreover, the very notion of 'university' in Korea is much more to do with 'pure' education and research institution than with 'applied' and 'vocational' purpose. Considering upon HRM practices and organizational culture, for enhancing UIC in Korea, the government's policy should be linked to alter deep-rooted university culture. So the aims of the research are to describe the current state of HRM in Korean and foreign universities; to find out the critical factors of UIC in Korean universities; to analyze the gaps between university research and industrial commercialization based on a conceptual framework, the 'valley of the death'; and to recommend HRM policies fostering UIC for the MoE. For achieving these objectives, we deploy multiple methodologies, namely, in-depth interview, literature survey, and statistical data analysis with regard to UIC. Analyzing the data we have collected, the present research sheds light on all aspects of HRM processes and UICs. And the main policy implication is restricted to the Korean universities, even if we have collected and analyzed foreign universities, notably universities in the USA. The research findings are mainly two folds. Firstly, the HRM practices among Korean universities are very similar due to the legally institutionalized framework and the government's regulations. Secondly, the difficulties of UIC can be explained by notion of the 'valley of death' ways in which both parties of university and industry are looking for different purposes and directions. In order to overcome the gap in the valley of death, the HRM policy is better to be considered as leverage. Finally, the policy recommendations are as follows. Firstly, various kinds of UIC programs are able to enhance the performances of not only UIC, but also education and research outcome. Secondly, fostering organizational climate and culture for UIC, employing various UIC programs, and hiring industry-experienced faculty are all very important for enhancing the high performance of university. We recommend the HRM policies fostering UIC by means of indirect way rather than funding directly for university. The HRM policy of indirect support is more likely to have long-term effectiveness while the government's direct intervention to UIC will have likely short-term effectiveness as the previous policy initiatives have shown. The MEST's policy means of indirect support might vary from financial incentives to the universities practicing HRM for UIC voluntarily, to information disclosure for UIC. The benefits of the present research can be found in suggesting HRM policy for UIC, highlighting the significance of industry-experienced faculty for UIC, and providing statistical analysis and evidences of UIC in Korean universities.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.16 no.28
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• pp.59-67
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• 1993

Recently, The concept of strategic groups is recognized as a basic unit of understanding framework in strategic management research. Researchers have consistently approached the relationship between strategic groups and organizational variables(organization structure vs strategies, management process vs strategies, management systems vs strategies, environment vs strategies, strategies vs performance). However the relationship between strategic groups and human resources has been neglected in theortical approach and empirical approach. Therefore this study explores the relationship between strategic groups and human resources management.

• Korean Journal of Social Welfare
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• v.65 no.1
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• pp.59-81
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• 2013

The purpose of this study is by classifying social welfare facility's workers into community facility and using facility to apprehend the standard of their organize causes, job satisfaction, intention of turnover and influence cause by these. As a result, in organize causes, using facility's workers are more satisfied than community facility's workers. By influence causes of working satisfaction's result, there is a difference between using facility and community facility's working satisfaction influence causes, the working satisfaction deciding causes of community facility's social workers are level of qualification, contents of works and working environment, using facility's workers are contents of works, superior and director, wages, job environment, promotion and improvement and co-workers. Living facility's social workers's influence causes of intention of changing jobs are level of qualification, contents of works and working environment and using facility's workers are only working environment. Finally, based on this study, we suggested various discussions and practical implications for effective staffing.

• Journal of Digital Convergence
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• v.16 no.3
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• pp.345-351
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• 2018

We study convergent influence on job burnout(MBI-GS: Maslach Bunout Inventory-General Survey) and its association with Organizational Commitment Questionnaire(OCQ), Type A Behavior Pattern(TABP) and depression(CES-D: Center for Epidemiologic Studies Depression scale) among Hospital Administrative Staff(HAS). The survey was administered to 201 staff from 9 general hospitals located in J area from Jul. 3rd, 2017 to Jul. 29th, 2017. The structured self-administered questionaries were used. MBI-GS was positively correlated with TABP and CES-D, and it was negatively correlated with OCQ. With the analysis of covariance structure, CES-D was more influential on MBI-GS than OCQ and TABP. The study found the higher TABP and CES-D, and the lower OCQ tend to increase MBI-GS. The results indicate that the efforts, to decrease TABP and CES-D, and to increase OCQ, are required to decrease the MBI-GS of HAS. The results are expected to be useful for organization personnel management to decrease the MBI-GS of HAS. In the following study, the analysis about additional factors of influence on MBI-GS will be needed.

• Journal of the Korea Society for Simulation
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• v.22 no.3
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• pp.55-69
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• 2013

Managers are required to adopt and implement the human resource management practice that fit firm's strategy the most, so that optimize overall performance. However, the time and relative resources that any firm has are limited, which demands managers to understand the relative importance of all sorts of HR practice and promote them in an order of their relative importance. This study follows the universal perspective and contingency perspective(according to firm size and strategy type), try to identify the most effective HR practice on performance as well as their relative importance by "CART Ensemble" analysis. The results are as follows. From universal perspective, firms always need to high level of integration between strategy and HR department, decision making participation, autonomy of speed of working, and autonomy of way of working. Contingency perspective also suggested the importance of integration between HRM and strategy. But others are different case by case. This study suggests useful implications for managers.

• Journal of the Korea Society of Computer and Information
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• v.16 no.1
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• pp.153-161
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• 2011

Focusing upon the post-adoption stage of IS, this study reasoned that IS users' personality is one of major influencing factors of continuous IS usage intention and empirically examined how the degree of continuous IS usage intention is variable according to the IS users' personality types classified based on MBTI(Myers Briggs Type Indicator). In order to validate the research model and hypotheses, this study made a field survey of 330 IS users and statistically analysed response data. The results of empirical analyses showed that the intent of continuous IS usage was affected by self-efficacy of IS; and self-efficacy by self-leadership of IS; and self-leadership by IS user' personality type and expectation confirmation. That is, it was found that IS users' personality type and three intervening variables(expectation confirmation, self-leadership and self-efficacy) were significant predictors of the intent of continuous IS usage. This study is thought to be contributive to providing the theoretical basis of finding IS success factors in the post-adoption stage and the practical guideline for effective personnel management relevant to IS implementation.

• Korean Journal of Social Welfare
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• v.64 no.3
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• pp.29-50
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• 2012

Recently, social enterprises are expanded quantitatively and continuously, so it is timely to suggest effective management for sustainability of social enterprises. Therefore, this study was conducted to explore various organizational factors which influence on social enterprises' economic and social outcomes. This study investigated the effects of strategic factors, management system, external environment and organizational culture on the outcomes. Strategic factors emerged as the most critical factors for both outcomes. Human resource management and innovative organizational culture affected economic outcomes. Among external environment, community support has significant effect on social outcomes. Based on the results, implications were suggested for effective management and further research.