• Korean small business review
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• v.43 no.4
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• pp.27-57
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• 2021

How does authenticity influence the process that conducts a company's CSR Strategy? Authenticity, an internal/external alignment condition that an employee feels in relation to an organization, means the decision on how true and beneficial to employees through their experiences, such as thoughts and emotions. Also, it can be understood as a process of meaning formation between the organization's strategy to conduct CSR and the perception of employees conducting CSR. To prove the relation between authenticity and CSR clearly, we used various techniques like Text Mining, Topic Modeling and Semantic network analysis about O corporation's 657 review data, from 2015 to 2021. As a result of the analysis, we find out the special issues and types. The analysis shows that the issue concerning the 'external image' is the biggest characteristic of authenticity perception in other conditions. Furthermore, the types of authenticity perception evaluations are largely divided into acceptance and rejection, in detail, five categories. This study indicates that organizations should consider both external and internal conditions when establishing CSR strategies. In addition, it is necessary to be an interactive circular relationship between the organization and employee, collecting and reflecting employee's perceptions. Finally, this study proposes ways to overcome problems related to interaction.

• The Research Journal of the Costume Culture
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• v.22 no.1
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• pp.55-72
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• 2014

The purpose of this study is to identify the key decision-making variables that lead fashion company employees to participate in the fashion education programs offered by university lifelong education centers. This study also examined the education satisfaction level and preferred education method and evaluated a university lifelong education program by surveying a fashion company employees who completed a fashion education program. As decision making variables, this study included participation purposes, obstacles, and evaluation criteria. While questionnaires were used to identify the decision making variables, education satisfaction level, and preferred education method, focus group interviews were used to evaluate the university lifelong education program. The findings showed that the respondents enrolled in the program mostly because of personal motivations and considered the workload and time limitation as participating obstacles. They considered educational content as the most important evaluation criteria for participating in the program and were highly satisfied with the program they completed. This study suggests how university lifelong education centers may structure their fashion education programs to better appeal to the employees of fashion companies.

• Proceedings of the Korean Institute of Interior Design Conference
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• 2007.05a
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• pp.79-80
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• 2007

Office interior design is based on the understanding of diversity information about working program, organization and networking system of the company. To build a good working environment, flexibility of space and communication between employees and employer in the office are very important. Due to the business growth, the "N" company requires more working space and this project is basically initiated to relocate in new working environment. This work pursues the clients can enhance more creativity and productivity in their working area. In order to promote the efficiency and comfort of the working environment, diverse employee's working characteristic, individual and collective requirements have been observed. The basic concept of the design can be summarized in the following : youth, simplicity, modern and nature.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.34 no.3
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• pp.115-122
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• 2011

The critical role played by manufacturing performance measurement systems in achieving competitive success is increasingly recognized. Developing an integrated performance measurement model is significant for strategic management. This study consist of several principal steps. Performance criteria from the literature and an questionnaire were utilized prior to building the performance model. The AHP(Analytic Hierarchy Process) is utilized to evaluate the weight of each criterion when generating the performance measurement model for Korea automobile parts manufacturing company. AHP analysis showed clear difference in the priority between 5 criteria and 24 sub-criteria in terms of manufacturing performance of Korean automobile parts manufacturing company. The result of priority evaluation in the 5 criteria of 2nd level was ranked quality, cost, delivery, employee, flexibility. And the critical sub-criteria in the 24 sub-criteria of 3rd level was ranked claim rate, process defect rate, outsourcing parts defect rate, ability to quality management innovation, claim cost, etc.

• Proceedings of the Korean Institute of Interior Design Conference
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• 2007.11a
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• pp.206-209
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• 2007

Today rapid change in information and economy takes the changing of office design. It is very important to understand about the needs of employees and working environment. To promote the efficiency and comfort of the working environment, diverse employee's working characteristic and individual requirements have been observed. To build a good working environment, flexibility of space and communication between employees and employer in the office are very important. Due to the business growth, "K" financial company requires more working space. The design idea for the main areas such as the executive officer's room, the reception, the elevator hall, the conference rooms and the working areas in this project targets the harmony of the functionality and the aesthetic. This project could be able to deliver more convenient and comfortable working place by adopting three main concepts, which are modern, simplicity and moderation.

• Journal of Korean Society for Quality Management
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• v.25 no.2
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• pp.112-139
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• 1997

The purpose of this study is, to empirically analyze the effect of extension of Quality concept and Quality Management on business performance, and to propose their necessities. And, to offer base manure enforcing our business international competitive power by inducing them to extend the Concept of Quality and to adopt Quality Management. By analyses of the questionnaires, the following consequences are confirmed. First, the company which have the more extended quality concept, is more developed and closer to QM stage(i. e. the most developed stage of Quality Management). Second, the more extended quality concept the company has and the more advanced the company is in the Quality Management, the more positive influence can be made on the improvement of the business performance. Third, the added value per employee is attributed to the extension of quality concept rather than the development stages of Quality Management.

• The Journal of Society for e-Business Studies
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• v.15 no.2
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• pp.107-135
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• 2010

Nowadays many telecommunication service companies try to enhance the quality of their service by providing customers with more specialized service for greater customer satisfaction. As this trend continues, the role that frontline employees play is getting more and more important because they are the ones who have direct influence on customers. For this reason, more than ever, the role of call center has become of paramount importance. Noting that a call center employee's job satisfaction critically affects the quality of service that a customer gets, this study was carried out in order to provide an insight on effective personnel and performance management which can boost up the job satisfaction of a call center employee, thereby enhancing the productivity of Call Center. Conclusively, it verifies that among job satisfaction influence factors, superior's support and compensation fairness indeed have a tremendous influence on job satisfaction of a call center employee. Furthermore, it verifies that if a call center employee is satisfied with his or her job, he or she tends to work more efficiently and hence increase productivity.

• The Journal of the Korea Contents Association
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• v.9 no.2
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• pp.381-390
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• 2009

The study is intended to investigates any effective hotel employee's leadership on cohesiveness and trust. The results were as follows; First, hotel employee's leadership has correlation in trust and cohesiveness according to statistics. It should be interested in the leadership to display their potential ability and an initiative spirit in the organization. Second, trust has positive influence on the cohesiveness. The cohesiveness will has positive influence every organization so hotel employees should be interested in the result. Therefore, hotel employee should grasps a training system and recognition to apply their organization. According to the effective analysis, this study provides basic data about human resource management of the hotel but there is the limit in the study and it needs to study later. Because the subject is the hotel, it couldn't compare with other company so there is the limit to make generalization. Methodology in hypothesis only relies on the survey, using of a overseas scale and cross-section data should be studied to make generalization by a vertical study. Hereafter hotel employee's leadership is effected what factor is and the study should be achieved about specifical process and method to get the reliability to employees.

• Korea Journal of Hospital Management
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• v.4 no.2
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• pp.266-285
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• 1999

The purpose of this study is to identify influencing factors for successful introduction, implementation and management of HMRPS through assessment of the employees attitude toward HMRPS in technical, administrative, and organization behavioral areas. Data were collected from 157 HMRPS employee members' self-reporting questionnaire in three university hospitals in the city of Seoul and Kyonggi Province from November 5 to November 10, 1997. Relevant literature on industry company MPR system theory was reviewed to develop the theoretical framework. The results were as follows: The employee's recognition of tangible benefit were more significantly influenced success than intangible benefit for successful operation relating the HMRPS. Concerning the employee's recognition of the successful HMRPS and the factor of influenced success was significantly positive correlation between tangible and intangible benefits and success factor in technical, administrative, and organizational behavior area. This study showed that major factor affecting the employee's recognition of tangible and intangible benefit for successful HMRPS. For tangible benefits; Success factors in the technical areas were quality of the data and information, efficiency of inventory management and rescheduling of operation plan. Success factors in the administrative areas were: role of top management. Success factors in the organization behavioral areas were; simplicity of the HMRPS, human resistance to change. For intangible benefits; Success factors in the organization behavioral areas were; user involvement, simplicity of HMRPS, human resistance to change. Futhermore as the exact evaluation of successful factors of HMRPS implement is needed, research for the development of systemic variables of physical distribution system control, methods, capacity of system, duration and other environment in many of 30 hospitals or more, and for the empirical study for HMRPS.

• The Journal of the Korea Contents Association
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• v.22 no.4
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• pp.379-402
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• 2022

The purpose of this study was to verify the effectiveness of the employee metacognition and it's positive effect on employee agility. Also it aims to investigate the mechanism through the cascading multi-mediating effect through the role breadth self-efficacy and learning agility in such a relationship. In order to solve the common-method bias, independent and dependent variables were measured with time lag, and the relationship between variables was clearly verified by applying the position and the length of time worked with the supervisor as control variables. In testing the hypothesis, 478 questionnaires collected from whom worked at the company has more than 300 office workers in various industries were analyzed. As the result, firstly metacognition had a significant positive(+) effect on employee agility. Second, role breadth self-efficacy was found to positively mediate the relationship between metacognition and employee agility. Third, learning agility was found to mediate metacognition and employee agility positively(+). Fourth, metacognition serially mediates role breadth self-efficacy and learning agility, and the positive(+) effect on employee agility was verified. In addition, metacognition had a greater effect on member agility when passing through role breadth self-efficacy and learning agility rather than the direct effect on employee agility.