• Proceedings of the Technology Innovation Conference
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• 1997.07a
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• pp.57-82
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• 1997

This paper empirically examines various personal characteristics and preferences of HRM (Human Resorce Mamagement) systems using data from 968 R&D professionals in 9 private R&D organizations. It identifies different patterns of reward and career development needs associated with 4 types of R&D professionals, who are categorized by personal characteristics: personality and attitude. A productive leader type shows active personal traits (which encompass high scores of need for achievement, risk-taking propensity, tolerance for ambiguity, and self-efficacy) and positive attitudes (which include high scores of job satisfaction, organizational commitment, and low scores of turnover intention), while a cynical bystander type exhibits passive personal traits and negative attitudes toward a job. A passive adapter, who has passive personal characteristics but positive attitudes, and a frustrated champion, who is active in personality but negative in current job attitude, lie in between them. The results reveal that: 1) These four different types of R&D professionals show differences in their education, age and tenure level, and technical performance. 2) They have different career orientations and problem solving styles. 3) They also exhibit different preferences in performance appraisal criteria and rater, and reward structures. Based on these findings, this study suggests a contingent type of human resource management in terms of selection and staffing of R&D professionals, performance appraisal, incentive systems, and career development plans.

• Asia-Pacific Journal of Business
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• v.13 no.3
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• pp.59-71
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• 2022

Purpose - We investigate how firms transfer financial risks to employees in a form of flexible employment contracts and layoffs. Design/methodology/approach - Based on the literature on the prevalence of shareholder value ideology and the associated 'risk shift', we examined how stock price volatility is associated with a firm's use and hiring of nonstandard employees, and the number of employees lay-offed. We test our hypotheses using a longitudinal, multi-source, dataset of Korean firms from 2003 to 2011. Findings - We found support for the relationship between stock price volatility and flexible employment contracts and layoffs after controlling for actual risks such as increased debt or decreased sales. However, we found that the relationship is moderated by the power of professional CEOs relative to that of shareholders, in that powerful CEOs are more likely to transfer the external risks, i.e. stock price volatility, to employees. Research implications or Originality - This study contributes the emerging stream of literature that explore the effect of stock market pressures and governance structures on human resource management.

• The Journal of Industrial Distribution & Business
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• v.14 no.1
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• pp.29-37
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• 2023

Purpose: This study is to explore how to enhance an organizational citizenship behavior (OCB) for private companies, boosting their employees; performance. With OCB in place, businesses won't have to worry about employees engaging in harmful or counterproductive actions. Better coordination will benefit employees' skill sets and the company's overall performance. Research design, data and methodology: We used a data extraction form and present it as an appendix. These forms could demonstrate to the reader what the present authors looked for and how they found it. We also investigated to obtain text datasets whether any extractions were carried out in duplicate, and, if so, whether duplicate abstraction was carried out independently. Results: There are four solutions to boost employees' OCB for HR practitioners: 'Creating an Environment that Supports Constructive OCB', 'Encouraging Productive Behavior in the Workplace and Reward properly, 'Integrating Corporate Citizenship into Performance Evaluations', and 'Training to Use OCB and Educating on its Benefits'. Conclusions: Based on the research findings of the current study, this study strongly concludes that OCB should be encouraged, and employers and employees should collaborate on efforts to boost morale and increase productivity. As a direct result of their efforts, their firms enjoy improved earnings while experiencing reduced overhead costs.

• Korean Journal of Community Nutrition
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• v.9 no.2
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• pp.233-240
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• 2004

This study was design to grope the suggestions leading synergic effects by bridging the gap between headquarters and branch office, and so to identify the infra-system of contract foodservice management company (CFMC) necessary for operating any kind of branch office including school, hospital and business and industry (B＆I). Among 8 categories consisted of infra-system in CFMC, 'C8. Evaluation ＆ analysis for branch office's operation' was the most important category in the headquarter's viewpoint, while 'C3. Sanitation management system' was the most important category in branch office's viewpoint. In support and application, 'C3. Sanitation management system' was the highest category in both headquarters and branch offices including school, hospital and B＆I. As a result of analysis on gap between main and branch office in importance, support and application in 8 categories, the efforts of communication and community of perception for infrastructure were needed, because 'C4. Education ＆ training for human resource management (HRM) system' and 'C8. Evaluation ＆ analysis for branch office's operation' in importance, 'C2. Menu management system', 'C4. Education ＆ training for HRM system', 'C6. Facility ＆ utility support system' and 'C8. Evaluation ＆ analysis for branch office's operation' in support had a gap. Correlation analysis to grasp the relation between importance of infra-system and headquarters' support or branch office's application showed that headquarters's importance and support were correlated positively in 'C3. Sanitation management system', 'C6. Facility ＆ utility support system', 'C7. Customer satisfaction management system' and 'C8. Evaluation ＆ analysis for branch office's operation' and branch office's importance and application were correlated positively in 'C1. Procurement ＆ food processing system', 'C5. Management Information system', 'C7. Customer satisfaction management system' and 'C8. Evaluation ＆ analysis for branch office's operation'. Lastly, 'C6. Facility ＆ utility support system' in the branch office of school and hospital and 'C2. Menu management system' in the branch office of B＆I were high in importance, low in support and application, therefore Intensive support for these categories was needed. In conclusion, continuous check and improvement for categories, which were identified as an urgent problems to be solved in this study, among infra-structure qualifying for CFMC, would enable contract foodservice industry that has grown quantitatively till now to grow qualitatively.

• Proceedings of the Korea Contents Association Conference
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• 2009.05a
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• pp.378-382
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• 2009

The purpose of this study is to design and develop competency based career development system for mid size IT company employees to support HRD(Human Resource Development) & HRM (Human Resource Menagement). Although many researches have been done in terms of employees career and competency development in corporate environment, there are not many cases to analyze mid size companies because small companies have limited number of employees and budget to develop career development system. This study analyzed 55 subjects to analyze their current competency level and job description in two mid size IT companies to design and develop competency based career development system. Three career paths such as R&D, management, and marketing, were common in IT companies and each suitable career development plan was recommended. The results of this study are able to provide self diagnostic competency based career development system for mid size company employees to improve their job performance and administration efficiency as a consequence.

• Journal of Industrial Convergence
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• v.13 no.4
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• pp.11-28
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• 2015

A company have to grow constantly. If a company does not grow and stagnant, it will be finally out of the market. The contemporary companies fully make use of M&A to search for new growth engines. The reason of companies using M&A as a important tool of a business strategy is the fastest way to achieve technology power, market power, competitiveness. The form of M&A was that leading companies take over smaller companies or merger and acquisition between small companies in the middle of 2000. But now, Mega mergers between industry leading companies often occur and especially domestic of course M&A of foreign companies occurs actively. These days the boom of stock market and the big companies are pouring on sale by restructuring, privatization and the basis of low interest will make the M&A market continuously. In this study, I suggest a solution of actual human resources management by analyzing proven M&A cases and search for various problems of a gap in the leadership and communication in connection with integration of organization culture after M&A. First of all, I arrange the theoretical concept of the subject and analyze the key factors of the success M&A cases, lastly I suggested a HR strategy after M&A. After M&A, HR strategy is ; First, a company have to build a organization culture which is that merger company accommodate a excellent organizational characteristic of predecessor company with consideration of culture difference. Second, M&A must proceed to remove of anxiety about the future and employment stability by excellent leaderships. Third, organization integration after M&A is influenced by the level of integration for that reason it was verified that M&A have to make progress by communication of each 2 organizations.

• Management & Information Systems Review
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• v.28 no.4
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• pp.109-129
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• 2009

This study aims at investigating the effectiveness of SME's R&D system empirically. Specifically, this study analyze the relationships among R&D inputs(R&D investment, R&D human resource management), process(R&D planning, external network, internal cooperation), and output(technological innovation). A questionnaire was developed to measure the above variables. To test these relations, data were collected from the small and medium-sized IT firms located in Daegu-Kyungbuk region. The survey data of 154 firms were integrated as the empirical base for testing the relations. Most respondents were from the managers. Structural equation modeling analyses were used to examine the relations. Major results are as follows: Firstly, R&D HRM was positively and significantly influenced on the R&D planning. Secondly, R&D planning was positively and significantly affected on the external network, internal cooperation, and technological innovation. Thirdly, the both relations between R&D investment and R&D planning, and external network and technological innovation were not significant statistically. These results suggest the following implications. First, R&D human resource management is very important for IT SMEs. Secondly, internal cooperation mediates R&D inputs and technological innovation by approaching the other department's unique resources and by sharing the cost of new resource development. Several future researches need to overcome the limitations of this research. First, this study's sample was based on the small and medium-sized IT firms just located in Daegu-Kyungbuk region. This limitation may imply that empirical results can not represent overall small and medium-sized firm's situations. Therefore, future research needs to include different samples. Secondly, this study depends on the latitudinal study.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.10
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• pp.115-127
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• 2022

The study's goal was to investigate the levels of employee loyalty (EL) in two Thai railway rolling stock maintenance (RRSM) companies. Simple random sampling was used to obtain a final sample of 118 individuals from October 2021 through December 2021. The research instrument was a questionnaire with an expert IOC value between 0.67 to 1.00 and a questionnaire reliability Alpha (𝛼) average value of 0.82. Descriptive statistics included the mean and standard deviation (SD). SPSS for Windows Version 21 and Multiple Regression Analysis (MRA) was used for the analysis. Results showed that the 118 employee's overall perceptions of their RRSM employers' motivating factors, human resource management, satisfaction, and loyalty were high. HRM's performance evaluation had the most significant overall influence on EL. Moreover, from the analysis of the five EL questionnaire items, the most influential item was the employee's income as a contributing factor to their EL. This was followed by the suitability of their work. Also, it seems the employees had a high level of loyalty to their firms even if a better offer of more money was made. They also indicated a high level of pride in their respective firms.

• The Journal of Industrial Distribution & Business
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• v.14 no.3
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• pp.9-17
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• 2023

Purpose: Intrinsic motivation can be affected by external factors and may not always be present in an employee. This study aims to shed light on the role of intrinsic and extrinsic motivation in driving employee performance and to determine which type of motivation has a greater impact on performance. Additionally, the research seeks to understand the impact of motivation on different employee characteristics, such as age, gender, and job tenure. Research design, data and methodology: The present author has obtained textual data from the current literature dataset, However, focusing on mostly journal articles and published books because it could provide the justification of reliability and validity and help to collect solid previous studies which is logically categorized themes. Results: The findings of the present research are divided into four differences (Difference in Job Satisfaction, Difference in Job Involvement, Difference in Organizational Commitment, and Difference in Turnover Intention), each focusing on one aspect of employee performance: job satisfaction, job involvement, organizational commitment, and turnover intention. Conclusions: Organizations can use the differences in employee performance based on intrinsic and extrinsic motivation to improve employee performance by recognizing the importance of intrinsic motivation, providing opportunities for employees to experience intrinsic motivation, and balancing extrinsic and intrinsic motivation.

• East Asian Journal of Business Economics (EAJBE)
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• v.11 no.2
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• pp.81-89
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• 2023

Purpose - Several previous studies have been completed on oriental art therapy's impact on problem-solving and innovation in business workers. However, there is a definite research gap in how it reduces stress within the impacts oriental art therapy on business workers. Therefore, this research will be significant in finding out what oriental art therapy has reduced work-related stress and increased satisfaction among business workers. Research design, data, and methodology - For this research, the dependent variable was the significance of oriental art therapy, and the dependent variable was reducing work-related stress and increasing the satisfaction of business workers. The study's hypothesis was oriental art therapy reduces work-related stress and increases the satisfaction of business workers. A quantitative quasi-experimental pilot design was the most appropriate for this study. Result - This research figured out that the art therapy affect significantly reducing work-related stress among business workers, removing the level of anxiety, improving employee's feeling, and so leading to improvement in communication and collaboration each other in the organization. Conclusion - The results of the investigation imply that oriental art therapy can significantly improve the workers' satisfaction in a business. The research shows how successfully some of the interventions introduced in the medical supply company fully transformed the workers' lives.