• International Journal of Computer Science & Network Security
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• v.22 no.2
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• pp.385-393
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• 2022

In the study of the mechanism of labor motivation as a determinant of economic security of the enterprise in competitive conditions, it was found that motivation is determinant in creating the conditions for production and ensuring the active functioning of the enterprise. It is substantiated that the motivational mechanism is the presence of a system of levers, incentives, measures and other elements for economic and administrative incentives for employees, which are used for incentives to work, increase productivity and safety, and more. The motivational mechanism plays an important role in ensuring the economic security of the enterprise and at the same time is a lever to increase competitiveness in the market. The functions of the mechanism of labor motivation are singled out, among which: explanatory-substantiating, regulative, communicative, socialization, regulating. The stages of occurrence of the motive for the employee are classified. The interrelation of motives and incentives in the mechanism of labor motivation as determinants of economic security of the enterprise in competitive conditions is proved. It is proved that the mechanism of labor motivation as a determinant of economic security of the enterprise in competitive conditions should be aimed at: assistance in forming and achieving goals and objectives of the enterprise and achieving balance and equilibrium of economic goals and social responsibility of the enterprise; ensuring close cooperation between management and employees of the enterprise; focus on building a flexible mechanism; transition to a democratic style of governance and involvement of employees in decision-making.

• Asia pacific journal of information systems
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• v.17 no.3
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• pp.105-130
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• 2007

Recently, there is a substantial interest in implementing Business Process Management System(BPMS) among enterprises with the purpose of business process innovation. BPMS redesigns and coordinates business processes in terms of both automated steps and human involvement in order to maximize the value of both involved people and systems. The reason why BPMS is getting attention from top managers is that it has the possibility to optimize the business processes by cycling the process of modeling, execution, monitoring, evaluation, and redesigning work processes. Thus, it has created high expectations about not only productivity improvement but also business process innovation. However. having an innovative nature, which is used for process innovation, BPMS implementation has great potential to stir up employee resistance. The analysis and the discussion about the prevention of the resistance against IS(Information Systems) is important because IS change the way people work and also alter the power structure within the organization, in general. The purpose of this study is to investigate factors that have an impact on the effective adoption of BPMS at the enterprise level. To find out these factors, this study considers two characteristics of BPMS: First. BPMS shares some characteristics with other enterprise-wide IS such as ERP. Second, it has special BPMS-specific characteristics. Due to the lack of previous research on BPMS adoption, interviews were carried out with IT-consultants and CIOs who conducted BPMS projects previously to find out BPMS-specific features that would make BPMS unique when compared to other enterprise-wide IS. As a result, the monitoring function was chosen as the main BPMS-specific factor. Thus, this paper reviewed studies both on enterprise-wide IS adoptions, which applied Technology Acceptance Model (TAM) and secondly on computer based monitoring to find out factors that would influence the employees' perception on the monitoring function of BPMS. Based on the literature review, the study suggested three factors that would have an impact on the employee's perception of the monitoring function: fairness of enterprise evaluation system, fairness of the boss, and self-efficacy of their work. Three factors that would impact the enterprise-wide IS adoption were also set: the shared belief in the benefit of BPMS, training, and communication. Then, these factors were integrated with TAM. Structural equation modeling was used to test hypotheses, out factors that would impact the employees' perception on the monitoring function of BPMS. Based on the literature review the study suggested three factors that would have an impact on the employee's perception of the monitoring function: fairness of enterprise evaluation system, fairness of the boss, and self-efficacy of their work. Three factors that would impact the enterprise-wide IS adoption were also set: the shared belief in the benefit of BPMS, training, and communication. Then, these factors were integrated with TAM. Structural equation modeling was used to test hypotheses. The data analysis results showed that two among three monitoring function related factors - enterprise evaluation system and fairness of the boss - were significant. This implies that employees would worry less about the BPMS implementation as long as they perceive the monitoring results will be used fairly for their performance evaluation. However, employees' high self-efficacy on their job was not a significant factor in their perception of the usefulness of BPMS. This is related to cases that showed employees resisted against the information systems because they automated their works (Markus, 1983). One specific case was an electronic company, where the accounting department workers were requested to redefine their job because their working processes were automated due to BPMS implementation.

• The Korean Journal of Health Service Management
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• v.2 no.1
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• pp.56-83
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• 2008

The purpose of this study was to provide basic materials needed to enhance quality of organizational life by identifying the improvements of labor union management in the perspective of general hospital organization management. The subject of this study were 686 employees in 12 General Hospitals in Metro Capital including Seoul. Materials were collected from administrators, nurses and medical technicians in target hospitals from March 20 to May 10, 2005 through survey questionnaires. The main results of this study were as follows: 1. the commitment level of the subjects according to their characteristics was higher in older employees than the younger ones, large family to support than small family to support and those who had higher positions in labor union. 2. The commitment level of the subjects according to the job and role related variables were higher those who had higher satisfaction level to their job and manager, role conflict in all hospitals. 3. The commitment level of the subjects according to union related variables, variables jointly controlled by union and employer was satistically significant positive correlation. In other words, the commitment level of the subjects according to the subjects' labor union involvement was higher in those who had higher satisfaction in labor union and perceived their colleagues' attitudes more positively in all hospitals. Regarding the atmosphere of the relationship between union and employer and the level of commitment in labor union, the better the atmosphere of the relationship between union and employer was, the higher the level of commitment in labor union was in all hospitals. 4. The results of multiple regression analysis shows that formal and informal socialization, union participation to the union management cooperation program, job satisfaction, satisfaction with the labor union's were all found as important antecedents of labor union commitment. 5. Job and role-related variables, union-related variables, variables jointly controlled by union and employer, and labor union commitment level were all found significantly different in accordance with the characteristics of unions concerned. To summarize study results, the level of commitment in labor union depends on job satisfaction, manager's attitudes, satisfaction to their jobs, union satisfaction, their colleagues attitudes toward union and the atmosphere of employer-employee relationship. Therefore hospital managers should have democratic and flexible attitudes toward labor union. Additionally, as formal and informal socialization, union participation to the union-management cooperation program is important determinant in union commitment, hospital managers should have countermeasures to enhance the colleague attitude and job satisfaction level of hospital employees. Since this study deals with psychological nature of workers not a few drawbacks and shortcomings may be detected in the finding. Nevertheless, the finding of this study, to become a momentum that will stimulate further research to detect all the cues of labor union commitment and to provide valuable reference in forming logical union commitment and labor union-management cooperation.

• The Journal of the Institute of Internet, Broadcasting and Communication
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• v.16 no.3
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• pp.57-64
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• 2016

The purpose of this research is to study, through the Delphi method, using an expert panel of 14 persons, effective workforce plans for CCTV applications. The need for professional manpower for activities related to CCTV has emerged through technological development and increased utilization of the CCTV industry sectors. Efficient workforce improvement for the CCTV sector presented in this study are in regards to student education. This study proposes an appropriate description for curriculum and related promotional information. This study should create an environment for overcoming the lack of student involvement and commitment to the environment and ensure training after qualification status after the training provided, including measures to maintain. In order to prevent employee turnover, CCTV training is necessary to actively review government support measures. This study also proposes providing a proper educational environment and supply of replacement staff members brought on by training courses. In terms of education administration bodies, we propose that education and training in CCTV management provide a variety of benefits including participation in education, adequate publicity through cooperation with relevant institutions, and introduces new educational programs. We propose providing adequate training that meets the needs of consumer, as well as education, course selection and expanded curriculum in accordance with operating options and the costs of training. In addition, senior student-selected personnel are needed to address the shortage of operators starting work-experience or training.

• Korea Journal of Hospital Management
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• v.2 no.1
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• pp.114-136
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• 1997

This study was carried out to find out the effect of conflict between profession groups within medical institution. For the purpose, the questionnaire-based research was done with 605 persons consisting of specialists, residents, nurses, radiologic technicians, clinicopatholigic technicians, health record administrator, administrative employees who are working in a university hospital located in Taegu City from February 15, 1997 to March 2, 1997. The results of the study were summarized as follows. The subject profession group against which each profession group feels the most conflict in interprofession mutual recognition relation was found out as follows; Specialists(34%) against colleague specialists, residents(54.0%) against nurses, nurses(54.8%) against residents, radiologic technicians(44.0%) against residents, and clinicopathologic technicians(34.5%) against nurses, while it was shown that health record administrator felt even conflict against residents, nurses and administrative employees and administrative employees(48.1) did against nurses. Most employee group answered that medical specialists have a one-sided and individual attitude toward all affairs, while both medical specialists and administrative employees of hospital answered that nurses are one-sided. It was shown among such groups that radiologic technicians' conflict results from their thinking which mutual dependence and cooperation are lowest while individual difference is highest, clinicopatholigic technicians' conflict from the problem in mutual communication, medical specialists' conflict from difference in goals greater than other group, respectively lower than other group. The rate of vertical conflict between groups was highest for the health record administrators and then for the radiological technicians, while it was lowest for the medical specialists and then for the nurses. In addition, the rate of horizontal conflict was high for both medical specialists and nurses, but it was low for the health record administrations and clinicopathological technicians. The group with the highest job satisfaction was the medical specialists and nurses, and the group with the highest involvement in organization was the medical specialists and administrative employees. Also it was shown that both medical specialists and clinicopathological technicians show a favorable attitude toward patients. Factors having an effect on the vertical conflict included difference in goals, cooperation within group and leadership. It was shown among those factors, however, that only the leadership has an effect on all the groups evenly. The horizontal conflict was influenced by such factors as educational level, mutual dependence, difference in goals, cooperation within group, and individual difference, when an important factor was the difference in goals for all the groups. Their attitude toward patients was influenced by the vertical conflict and age, but the vertical conflict was the most significant factor for the medical specialists. In conclusion, it is required to control properly the conflict between employees as well as between profession group and to execute good leadership, so as to improve patients' satisfaction which is the key goal of hospital.

• Journal of Digital Convergence
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• v.10 no.11
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• pp.503-513
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• 2012

This study aimed at the employment types of the hotel employee into regular workers and contingent workers, and examine the difference between the two on their job involvements and satisfaction. The results are summarized as follows: First, the job involvement of the regular workers is significantly higher than of contingent workers in terms of organized issue in work place. Second, the job satisfaction is compared with two group, regular workers have positive effects on the education and training opportunities than contingent workers. Third, organizational commitment have a good influence on contingent workers than contingent workers according to the job satisfaction. Therefore, the executives in hotel industry make better employment environment with long-range policy and appropriate compensation on their abilities without any distinction of the employment types in hotel industry.

• Journal of Korea Entertainment Industry Association
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• v.15 no.2
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• pp.1-10
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• 2021

The purpose of this study is to explore a significant HPWS(High Performance Work System) model for the entertainment industry. HPWS is one of the most studied themes for managing human resources as well as a set of practices to elicit employees' commitment to an organization. Recently, the entertainment industry is growing rapidly, but it is difficult for entertainment firms to retain a stable profit unlike the manufacturing industry. This is because the performance of entertainment business tends to rely heavily on the capabilities and synergy of human resources. In order to suggest a systematic way to manage these, this research identified an effective HPWS model for entertainment business and provides a competitive advantage to entertainment firms, using ANP(Analytic Network Process). ANP is a multicriteria decision making technique that allows dependences and feedbacks among decision elements in the hierarchical or network structures in a holistic manner. The pairwise comparison data that prioritized the criteria of HPWS was collected from 28 team leaders in entertainment firms. According to our results, the most critical factor for HPWS in entertainment business is "employee involvement in decision-making." The sub-factors such as "open communication," "distributive decision-making," and "performance-driven reward" have a greater effect. These findings could provide implications for entertainment firms to determine which practices should be taken into account to accomplish HPWS.