• Journal of Korean Library and Information Science Society
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• v.47 no.2
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• pp.359-386
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• 2016

The purpose of this study is to investigate factors influencing individual job satisfaction and organizational commitment for maximizing organizational performance. And it aims not only for analyzing direct effects of organizational human resource management system on organizational achievement, but also for ones of high commitment system with empowerment, organizational justice, organizational culture, turnover intention and so on. Also, instead of measuring the achievement of organizational and individual level respectively, this study shows the integrated model of correlation between organizational human resource management and individual achievement.

• The Korean Journal of Health Service Management
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• v.6 no.1
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• pp.247-258
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• 2012

Nurses are critical human resources for the hospitals. However, in Korean hospitals, human resource management practices for nurses are not well established, and nurses' turnover rates are very high. Although the causes and tasks for shortage of nurses are analyzed, suggestions for the specific ways of HRM management practices for hospital managers are rare. In this article, the management challenges for nurses are discussed, and high commitment human resources management model for nurses are suggested. And future research directions and topics are suggested.

• Management & Information Systems Review
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• v.32 no.3
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• pp.153-172
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• 2013

Small and medium-sized enterprises(SMEs) have limited human and material resources than large firms. SMEs are characterized by high risk and dynamic working environments. Thus human resources having knowledge and technologies are very important factor for survival and performance in SMEs. Recently, as core employee group is a key asset to firm competitiveness, many SMEs attend to set up core employee policy and system. The purposes of this research are to examine the effect of core employee policy and core employee management system on competitiveness of human resource and organizational commitment in SMEs. The major findings of the research are core employee policy have non-significant influence core employee management system, core employee policy have positive influence competitiveness of human resource, core employee management system have non-significant influence competitiveness of human resource, and competitiveness of human resource have positive influence organizational commitment in SMEs.

• Journal of the Korean Society of Food Science and Nutrition
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• v.43 no.1
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• pp.162-171
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• 2014

As the foodservice industry is labor intensive, the efficient management of human resources is an essential element for improving operational efficiency. This study was designed to investigate the performance level of human resource management in self-operated school foodservices and to examine the relationship between human resource management, organizational commitment, and productivity. Whether these factors rated differently by employment and job types was also examined. Data were collected through questionnaires distributed to 60 dieticians and 240 cooks in Seongnam and Yongin. Frequency analysis, factor analysis, the t-test and multiple regression analysis were tested using Minitab. Human resource management practices rated highly in the dimension of employee training (3.51), followed by working environment (3.39), and turnover management (3.37). In contrast, reward management (1.73) and working condition (1.56) received the lowest score. Organizational commitment scored 3.65 points, and showed that dedication (3.82) was the highest score; however, self-esteem (3.50) was the lowest score. For human resource management, there were significant differences between employment types as full time workers (3.85) rated management more highly than part-time worker (3.43). Overall productivity was fairly high, especially in high school foodservices. Only the performance appraisal had an influence on organizational commitment (${\beta}$=0.292, P<0.05). Productivity was positively correlated with human resource management (r=0.432, P<0.001) and organizational commitment (r=0.36, P<0.01). In conclusion, school foodservices need to establish objective performance standards, and increase employee morale by enhancing reward systems and working conditions. In particular, irregular employees require training with job performance standards and given a proper reward program, depending on their performance, to improve organizational commitment.

• Knowledge Management Research
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• v.15 no.1
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• pp.65-84
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• 2014

Organization's innovation capability is strongly tied to its intellectual capital or knowledge utilization. Employees play a key role in generation of intellectual capital and utilization of knowledge in a firm. Thus, the importance of human resource management (HRM) system for enhancing competency of employees and facilitating knowledge sharing between employees is getting its significance. In this paper, we highlighted the effect of HRM implementation to explain the reason of performance differences among firms, adopting the same ideal HRM system. The successful implementation of HRM system as well as the contents of HRM system was critical to enhance firm performance through HRM system. To investigate the effect of HRM implementation on firm performance, we proposed the three components of HRM implementation (i.e.; TMT philosophy, HR department capability and communication) in perspective of sense making and sense giving theory. Then, we analyzed the moderating effect of HRM implementation on the high commitment HRM - firm performance relationship. Empirical results showed that each component of HRM implementation positively strengthened the relationship between high commitment HRM and firm performance. In addition, the composite index of HRM implementation calculated by average value of three components revealed more significant moderating effect between the two. Furthermore, We discussed the academical and practical implications, and suggested future research directions.

• Journal of Korea Society of Industrial Information Systems
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• v.19 no.3
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• pp.103-114
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• 2014

The purpose of this study is to find out the relationship between high involvement Human Resource Management and organizational effectiveness in small company. High involvement Human Resource Management practices include training, incentive, performance appraisal, participation, proposal, communication, job description. This research approached organizational effectiveness using internal process and goal. Internal process approach measured internal organizational health using aggregate organizational commitment, turnover intention, job search. Goal approach measured organizational growth using sales growth rate per employee and net income growth rate per employee. Using the collected data from 267 employees at 27 small-sized firms located in South region in Korea, this research tested and confirmed the construct validity regression analysis at the organizational level. This research came to the conclusions to as follows: First, high-involvement HRM had the positive effect on the organizational commitment. Second, high-involvement HRM had the negative effect on the turnover intention. The findings suggest that high-involvement HRM is a valuable construct to understand internal process approach of organizational effectiveness in small firms.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.277-286
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• 2020

Research on employee commitment to the organization is necessary for human resource management, and the result is applied in practice to improve organizational effectiveness. The aim of the present study is to explore factors affecting organizational commitment at the small and medium-sized enterprises (SMEs) in Vietnam. Besides, the relationship between organizational commitment and job performance is examined as well. The research was conducted on a sample consisting of 67 white-collar workers and 260 blue-collar workers at SMEs. A total of 327 valid complete questionnaires were input into SPSS 20 database for processing to provide evidence. The research model and hypotheses were tested using the technique of the hierarchical multiple regression analysis. The research resultsrevealed that income, reward and welfare, direct manager, working environment, coworker, and promotion opportunity tended to associate positively with organizational commitment. Besides, the finding also showed that, when the employee has a high organizational commitment, it would lead to high job performance. The main findings of this study provided some managerial implications for SMEs, in general, and managers, in particular. It implies that Vietnam's small and medium-sized enterprises should improve these six factors to retain employees as well as enhance their job performance.

• The Korean Journal of Franchise Management
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• v.7 no.2
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• pp.5-14
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• 2016

Purpose - Competitive industry structure and recent economic depression challenge a survival of Korean small- and medium-sized food franchising companies (SMFCs), albeit the explosive growth of the Korean food service industry for last few decades. Against this backdrop, it examines how these SMFCs overcome liabilities of smallness and resource scarcity to strengthen competitive advantage in the market. To tackle this, in this article we focus on corporate entrepreneurship and human resources as a knowledge-based asset for these SMFCs. Furthermore, the ratio of employee turnover is high in SMFCs. We view that such brain-drain may result in poor performance of the Korean SMFCs. As such, we pay attention to the role of organizational commitment to an organization as a solution for enhancing individual-level employees' loyalty toward their organization. Research design, data, and methodology - Our research question is to what extent corporate entrepreneurship (i.e., innovative organizational culture, organizational autonomy, and administrative innovation) affects an individual-level attitude toward the organization and, in turn, employee creativity and satisfaction in the Korean SMFCs context. We collected data from employees in SMFCs for three months. A total of 126 valid questionnaires were collected, and analyzed the data using partial least squares path modeling. Results - The reliable and valid measurement model feed into testing the structural model. Our findings suggest that innovative organizational culture and organizational autonomy positively affect employee commitment. Particularly, organizational autonomy has a greater effect than innovative culture on employee commitment. However, the relationship between administrative innovation and employee commitment is not significant. We also find that employee commitment positively affects both employee creativity and satisfaction. Conclusions - Our contribution to the existing franchising business and management literature is twofold. First, the conceptual model includes three antecedents in the organizational entrepreneurship dimension to organizational commitment. Second, we conceptualize organizational commitment as employee commitment, and validate its impact on employee creativity and job satisfaction at an individual performance level. Overall, this article suggests that it is critically important for the Korean SMFCs to develop corporate entrepreneurship in order to facilitate employees' positive attitudes toward their organizations.

• Asian Journal of Business Environment
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• v.3 no.1
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• pp.23-27
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• 2013

Purpose - This study will focus on motivation of temporary workers working in distributors as well as generic companies, especially MPS (motivating potential score) proposed by job characteristics model. We think that temporary workers required intrinsic motivation in order to commit with their organization because they are difficult switch-regular workers due to glass ceiling. Research design, data, methodology - This study operates a survey targeting temporary workers, specifically, we used 144 copies except uncollected copies and dishonesty response of total 165 copies on analysis. We used multiple regression and 3 step regression to investigate the proposed model. Results - The high level of perceived distributional justice and procedural justice was increased the level of organizational commitment, respectively. And, MPS was increased the level of organizational commitment, too. Finally, this study showed that both justice and Job characteristics were very important to increase organizational commitment. Conclusions - In order to inspire temporary workers, the company provides placing enough considering job characteristics as well as fairness of the procedure and distribution. Also, to more fully understand the underlying processes between HRM (Human Resource Management) concepts, new fundamental methods may be required such as switch full-time opportunities.

• The Journal of the Korea Contents Association
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• v.10 no.10
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• pp.326-333
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• 2010

The purpose of this study is to find out the effects of tax officials' perceived self-leadership on their empowerment and organization commitment, improve the effectiveness of human resource management of tax organizations, and provide measures for effective organization management. The study results show that the more their self-leadership improves, the more their empowerment improves. Firstly, the reason why their self-leadership has a positive influence on empowerment is that they set their own purpose about their task by themselves, make efforts to achieve the goals, and do their job with optimistic and constructive attitude. Secondly, the study results that their empowerment has a positive influence on organization commitment show that organizational members with high-level empowerment attach significance to their work and it makes their organization commitment high. To maximize organization performance, tax officials should recognize their work's value, meaning, and importance by himself, be equipped with sufficient knowledge for their work, apply their leverage and control in their job, have their self-determination, and improve their organization commitment.