• KDI Journal of Economic Policy
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• v.34 no.3
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• pp.95-131
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• 2012

This study examines whether the executive turnover and the executive resignation during the term of office affect the performance of Korean state-owned enterprises. The executive turnover in the paper means the comprehensive change of the executives which includes the change after the term of office, the change after consecutive terms and the change during the term of office. The 'resignation' was named for the executive change during the term of office to distinguish from the executive turnover. The study scope of the paper is restrained to the comprehensive executive change itself irrespective of the term of office and the resignation during the term of office. Therefore the natural change of the executive after the term of office or the change after consecutive terms is not included in the study. Spontaneous resignation and forced resignation are not distinguished in the paper as the distinction between the two is not easy. The paper uses both the margin of return on asset and the margin of return on asset adjusted by industry as proxies of the performance of state-owned enterprises. The business nature of state-owned enterprise is considered in the study, the public nature not in it. The paper uses the five year (2004 to 2008) samples of 24 firms designated as public enterprises by Korean government. The analysis results are as follows. First, 45.1% of CEOs were changed a year during the sample period on the average. The average tenure period of CEOs was 2 years and 3 months and 49.9% among the changed CEOs resigned during the term of office. 41.6% of internal auditors were changed a year on the average. The average tenure period of internal auditors was 2 years and 2 months and 51.0% among the changed internal auditors resigned during the term of office. In case of outside directors, on average, 38.2% were changed a year. The average tenure period was 2 years and 7 months and 25.4% among the changed internal directors resigned during the term of office. These statistics show that numerous CEOs resigned before the finish of the three year term in office. Also, considering the tenure of an internal auditor and an outside director which diminished from 3 years to 2 years by an Act on the Management of Public Institutions (applied to the executives appointed since April 2007), it seems most internal auditors resigned during the term of office but most outside directors resigned after the end of the term. Secondly, There was no evidence that the executives were changed during the term of office because of the bad performance of prior year. On the other hand, contrary to the normal expectation, the performance of prior year of the state-owned enterprise where an outside director resigned during the term of office was significantly higher than that of other state-owned enterprises. It means that the clauses in related laws on the executive dismissal on grounds of bad performance did not work normally. Instead it can be said that the executive change was made by non-economic reasons such as a political motivation. Thirdly, the results from a fixed effect model show there were evidences that performance turned negatively when CEOs or outside directors resigned during the term of office. CEO's resignation during the term of office gave a significantly negative effect on the margin of return on asset. Outside director's resignation during the term of office lowered significantly the margin of return on asset adjusted by industry. These results suggest that the executive's change in Korean state-owned enterprises was not made by objective or economic standards such as management performance assessment and the negative effect on performance of the enterprises was had by the unfaithful obeyance of the legal executive term.

• Journal of the Korea Convergence Society
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• v.10 no.9
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• pp.221-228
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• 2019

Companies are making great efforts to integrate CSR into various aspects of their management strategies. A lot of research has been conducted on what management intends to do indirectly and indirectly. Was performed. In this study, we conducted additional research considering executive compensation as an indicator of the motivation for management to participate in CSR. The main purpose of this study was to analyze whether accounting performance measures or market performance measures are given more weight when providing rewards for performance to corporate managers conducting CSR activities. The analysis of the relationship between CSR and executive performance-reward sensitivity showed that corporate executives who actively implement CSR pay more weight to market performance measures rather than accounting performance measures. Considering the long-term performance of CSR when paying executives' compensation, the company pays more for market performance than accounting performance. This study is expected to be useful for executives to design compensation contracts to actively induce CSR implementation.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.1031-1040
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• 2021

The purpose of this research is to analyze the influence of job enrichment and empowerment on organizational commitment. In addition, the role of work motivation and job satisfaction in mediating the influence of job enrichment and employee empowerment on organizational commitment has also been examined in this study. The sample population consists of all the employees in the regional office of DJKN Bali and Nusa Tenggara, who hold executive positions and have served the office for ≥ 4 years. This study adopts the second-order Partial Least Square (PLS) model and the Smart PLS Version 3.0 program which is used as the analysis tool. The results revealed that: job enrichment has a significant influence on organizational commitment; employee empowerment has an insignificant influence on organizational commitment; work motivation and job satisfaction partially mediate the influence of job enrichment on organizational commitment; work motivation and job satisfaction fully mediate the influence of employee empowerment on organizational commitment. The findings can be used as organizational considerations in developing policies related to job enrichment and employee empowerment, which is expected to motivate and provide satisfaction for employees and improve their organizational commitment.

• Korean Journal of Agricultural Science
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• v.24 no.1
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• pp.108-120
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• 1997

Since domestic and international environments has changed rapidly, Korean primary agricultural coopratives are expected to face many difficulties in business management, especially marketing and banking business. Therefore, it is necessary to reframe the exitsting structure of primary agricultural cooperatives so as to enhance the competitiveness in terms of management efficiency. However, There are many problems to be solved such as overnumbered staffs compared with decreasing number of farming population, unbalanced ratio between executive officials and lower-level officials, complexity of position-ranking system resulting from unclearness of official title and office regulations, and management right excessively concentrated on cooperative leader. The suggested measures for such problems are as follows; 1) attaining the economy size of agricultural cooperaitves in line with decreasing rural community, 2) fostering the on-the job training programs and the personnel administration according to job competency, 3) merging the small primary cooperatives into larger units with efficiency, 4) specializing the cooperative business based on their regional comparative advantage, 5) maintaining the rational adjustment between elected cooperative leader's management right and responsibility.

• Journal of the Korean Institute of Landscape Architecture
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• v.38 no.5_2
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• pp.144-150
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• 2010

This paper researches, by looking into visitors of the Garden of Morning Calm, Pyunggang Botanical Garden, Jangheung Natural Arboretum and the Garden of Wild Flower, how they use these arboretums and what are the facilities they like most to provide directions in formation and planning of domestic private arboretums. The followings are executive summery of this research. It was researched that most of the them visited arboretums for emotional life (42.93%). They answered that the major reason that they go to arboretums is rest and service functions (42.97%). Such number suggest arboretums that they should provide, along with their original purpose of biological preservation, practical purposes, including rest and service functions. When asked facilities they preferred most, most visitors answered that they are most satisfied with facilities like restaurants and cafeterias. Information desk, management office, forest museum, wild life zoo, green house, exhibition room, rest area, pond and fountains influenced the visitor satisfaction level as well. Regarding to facility references, visitors most preferred information desk, management office, restaurant and cafeteria.

• Journal of Korean Clinical Health Science
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• v.2 no.1
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• pp.59-71
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• 2014

Purpose. Medical tourism is recently becoming a new industry with great growth potential. The South Korean government is shifting medical tourism from simple cultural tourism to a high value-added industry with a new paradigm. Methods. The government has been providing positive support and marketing policies since the introduction of the article concerning foreign patient attraction to the medical law in 2009, and various types of medical institutions around the country has participated actively in medical tourism by themselves or in cooperation of government bodies and made increasingly greater performance. Results. This study obtained the following results. The medical institutions in Korea have been making efforts to see more development and profitability in diverse ways, including medical tourism for foreign patients and the advance of the Korean medical institutions into foreign markets. However, many local governing bodies and medical institutions participating in medical tourism around the country have primarily focused on examination and treatment on the basis of foreign patients' visit to South Korea and rarely built a medical network with other countries directly for medical tourism. This study presents a case of building a local medical network and a network for international medical tourism successfully on the basis of the local medical association, CMP, which has been formed naturally in Busan. The success factors for CMP included 1) enthusiasm of the official in charge; 2) the medical level, the service level, and open-mindedness of participant medical institutions; 3) cost efficiency due to executive office management with no costs, no conflicts, and constant partnership; 4) security of non-competitive expertise for participants; 5) local factors of CMP; 6) participation of good agencies; 7) reinforcement of participation networks; and 8) post facto management and local doctor management. Conclusions. Its positive effects included patient introduction and greater profitability on an internal basis as well as construction of the collaboration system with the institutions related to medical tourism and confidence. However, there are some limitations: it is still difficult to predict performance due to the short period of their activities, and it is necessary to continue to observe their constant activities since a single medical association was involved.

• The Journal of Fisheries Business Administration
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• v.34 no.1
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• pp.185-211
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• 2003

Initially, the system of outside director of cooperative has the object of consulting an external specialist. Recently, it takes a serious view of monitoring about securing clean management on the operating crisis. Nevertheless, in the field of NFFC(National Federation of Fisheries Cooperatives), it is difficult that the system of outside director of cooperative attains that is initial object. And in the field of FC(Fisheries Cooperative), it isn't in force about the outside director of cooperative. Therefore, it is important to make a following system improvement. (1) The ratio of outside directors among the member of board of directors has to be increased. (2) Outside director's term of office has to be amended from lyears to 2years and the current method of selection should be reformed to be a strict one with high standard of requirement and substantial screening for membership. (3) Outside directors' wage system must be actualized by adopting incentive system' etc. A measure of appointing an executive in a similar business line or organizations to ours as an outside director must be considered. FC have to introduce the system of outside director. (4) A recognition of proper management of outside directors and putting in practice is essential.

• Journal of Digital Convergence
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• v.11 no.3
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• pp.317-325
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• 2013

The purpose of this study is to evaluate the cognitive functional improvement of cognitive occupational therapy using cognitive function, activities of daily living (ADL) executive function and depression tests in community living elders with mild cognitive impairment (MCI) and dementia. Thirty two elders who diagnosed MCI (n=13) and dementia (n=19) were enrolled in this study. They visited to local elder welfare office and nursing care home from Feb. 2012 to Jun. 2012. They received occupational activity program in terms of physical activity, cognitive function and occupational function of Craft as the manner of a session per week for 8 weeks. The cognitive function, executive function, depression score were improved in both group. Furthermore in MCI participants, cognitive function scores for concentration and memory functions were significant improved more than dementia subjects. Further studies dealing with the development of novel occupational program for cognitive function improvement and its preventive effects were needed.

• Knowledge Management Research
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• v.22 no.4
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• pp.261-282
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• 2021

As the MZ generation, who values work-life balance, became a member of the organization, leader-oriented leadership centered on goal achievement and company profit made it difficult to achieve good results in the organization in the mid-to long-term. The company must strengthen the leadership that can be helpful for the self-leadership where the members of the organization move on their own and the organizational culture that enhances the employees' job satisfaction and organizational commitment. Therefore, this study analyzed the effect of the team leader's servant leadership on the team member's self-leadership and organizational effectiveness. In addition, it was studied whether the executive officer's emotional leadership interacted with the team leader's servant leadership and had a moderating effect on the team member's self-leadership. Also, the difference in path coefficient between the MZ generation and the non-MZ generation was verified. To this end, the research model was statistically verified using the PLS (Partial Least Square) structural equation. A survey was collected from 357 team members among office workers online. As a result of the analysis, the team leader's servant leadership had a significant effect on organizational effectiveness and team member's self-leadership. Also, in the relationship between the team leader's servant leadership and the team member's self-leadership, the emotional leadership of the executive officer had a positive (+) moderating effect. The MZ generation differed from the non-MZ generation in the path where the team leader's servant leadership positively affected the self-leadership of the team member and the path where the team leader's self-leadership had a mediating effect between the team leader's servant leadership and organizational effectiveness. The results of this study will suggest various theoretical and practical implications so that executive officers, team leaders, and team members within the company can develop leadership that increases organizational effectiveness in their respective positions.

• Korean journal of communication and information
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• v.78
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• pp.35-78
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• 2016

This study pays attention to the assumption that the governance including the appointment of CEO is a key factor in the internal colonialism of local broadcasting. To evaluate the tendencies, it collects and analyzes the profile of CEOs, directors, and shareholders of the 17 regional affiliates of MBC and 9 local commercial broadcasting companies between the early and mid-1990s and 2015. It also discusses the local broadcasting personnel and its operations. By doing so, the study attempts to reveal how the internal colonialism of local broadcasting works. It finds out that the governance of regional broadcasters of MBC is controlled by the head office located in Seoul. At the same time, the governance of local commercial broadcasters is encroached by the tyrannical practices of major shareholders caused by the non-separation of ownership and management. These kinds of abnormal management of governance tend to constrain the investment on personnel and production. Finally, this study suggests some desirable directions of governance focusing on the appointment of CEO in terms of both legislative system and self-regulation. They include establishing a new proviso for programming protocols in local broadcasting, introducing a CEO & non-executive director nomination committee, and so forth.