• Proceedings of the Korea Association of Information Systems Conference
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• 2000.11a
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• pp.12-15
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• 2000

An SADT-based methodology is presented for systematically analyzing the container working process in container terminal, as well as an object-oriented design method for an integrated information system for container terminal resource planning and management. Our design architecture is composed of four levels, activity interface, activity PDCA control, human resource management, and facility resource management. Especially, the consideration of the human resource management level makes it possible to support cooperative tasks, to make the authority and responsibility on a task clear, and to extremely promote the balance between human and facility resources. Finally, The system architecture is suggested for Virtual Container Terminal, in which a planned container working process is simulated for previous feasibility check, work orders are transferred to control real devices, and to manage the entire process and related data.

• Management & Information Systems Review
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• v.24
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• pp.73-75
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• 2008

The purpose of this study is to propose the human resource management strategies of non-standard workers that can contribute to accomplishing both corporate social responsibility and business purpose in efficient and effective ways. For the purpose, this researcher investigated circumstances under which Korean companies are using non-standard workers and systems related to those workers. In Korea, the Non-Standard Workers Protection Act was enacted and revised, and became effective on July 1, 2007. The main provisions of the act are as follows. First, the systems of discriminatory treatment prohibition was legally stipulated, Second, restrictions on overwork for fixed-term and part-time employees and the written statement of working conditions were compelled. Third, only 26 kinds of jobs were permitted for worker dispatch in accordance with positive list system. To achieve their business purpose, companies often use standard workers, but sometimes non-standard workers unavoidably in accordance with their business strategy. This study propose main human resource management strategies of non-standard workers such as determining the scope of jobs, strengthening legal and systematic human resource management, improving human relations, extending the grievance procedure and converting non-standard workers into standard ones.

• Journal of Information Technology Applications and Management
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• v.16 no.1
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• pp.77-96
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• 2009

The balanced scorecard has drawn attention from many researchers in various fields since its appearance in 1992. It became a norm for performance evaluation framework in many areas, such as marketing, information system evaluation, strategic planning, etc. Centered in the large companies in Korea, the balanced scorecard has been popularly used as a performance evaluation tool for human resource management. Now we Question its applicability to performance evaluation tool even in small business. This study tried to apply the balanced scorecard in developing an information system for performance evaluation in a small business. The study showed that the balanced scorecard can be nicely used in small business as a performance evaluation tool. The process of developing an information system is described in detail. The practitioners are to obtain a lot of insights in designing their human resource management systems from the study results.

• The Journal of Industrial Distribution & Business
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• v.9 no.9
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• pp.35-44
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• 2018

Purpose - In endless competition, companies pursue cost reduction and work efficiency. So, entrepreneurs try to increase job intensity, which may lead to job stress and high turnovers because of job burnout. But, Information systems are acknowledged as a work support tool that secures work convenience and the productivity of employees. In this study, we aimed to confirm the effects of information systems in reduing the work overload of employees in a human resource intensive industry. Research design, data and methodology - This is based on the job demands-resources model, conducting an empirical analysis of surveys given to hospital employees working in a human resource intensive industry. Results - The research revealed that information systems reduced the work overload of employees in a human resource intensive industry. Conclusion - This study confirmed the effects of information systems as a job resource based on JD-R theory, and presentation of empirical results indicated that information systems alleviate employee job overload and increases job satisfaction in the medical services industry. In the medical services industry, using electronic health record system decreases in work overload, which results in employees gaining time for self-development and time management, reducing job stress, and leading to job satisfaction.

• Management & Information Systems Review
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• v.33 no.2
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• pp.135-153
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• 2014

Tendencies such as the increasing spread of market globalization, new technological developments, the reduction of product life cycles and aggressive competition, are generating high levels of environmental changes and uncertainty for organizations of all types. these circumstances require rapid responses through adaptation of organizational attitudes and capabilities, which lead to innovative management approaches and organizational methods. Human resource management researchers have struggled to elaborate the underlying mechanism explaining how human resource systems relate to organizational performance after universalistic perspectives were supported by a majority of studies investigating the positive relationship between human resource management system and firm performance. To fill the void, hypotheses in this study predicted human resource flexibility that would mediate the relationship between human resource management system and firm performance. The research model among the variables in this study was as follows: These theoretical models were tested with a sample of 138 firms in Korea. The analysis of data was undertaken by using AMOS. The Summary of the verification results is follows: Firstly, most of human resource management system and human resource flexibility had positive effects on human resource performance Secondly, most of human resource management system and human resource flexibility had positive effects on firm's financial performance Thirdly, human resource flexibility had mediated the relationship between human resource management system and firm performance The results of the present research may be demonstrated that organizations or managers could achieve a high level of management practices that lead to firm performance by enabling human resource to be flexible through high performance human resource management system.

• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.551-556
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• 2007

This paper attempts to develop a framework for interrelationships among human resources information systems (HRIS), outsourcing, and corporate culture. This research investigates impacts of outsourcing HRIS on corporate culture. In this paper, we hypothesize that outsourcing corporate HRIS is less appealing (1) if the quality of product and customer service matters for a firm, (2) if a firm is concerned with a loss of intellectual property, and (3) if a firm requires maintenance of a distinctive human resource service function that is capable of meeting the challenges of fast changing customer demands in a dynamic business environment. In addition, this study argues companies must be aware of the total costs associated with HRIS before outsourcing its human resource functions. Finally, the impact on employee morale and performance must also be considered By outsourcing HRIS, managers will be able to spend more time and resources dedicated to an employee's professional career development.

• Management & Information Systems Review
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• v.18
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• pp.1-19
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• 2006

Ageing induces huge dramatic change of society and economy rather than simple change of population structure. Ageing causes the decrease of working age population and production capable population, thus this brings growth slowness and long-term stagnation. In addition, progress in ageing decreases saving rate, consequently low saving rate brings about the decrease of country-wide investment resources. This ageing problem which is progressive rapidly needs core competence and implementation of human resource professionals to overcome this kind of environment change. First of all, it needs turnover in thinking way toward talents. Secondly, we need innovation one team to pursue innovation and creativity. Thirdly, it should be considered in a new way with the number of workers and efficiency of personnel expenses. Fourthly, employees should make effort for self-advancement. Under the environment with newly change human resource personnels' function and role should be emphasized to maintain sustainable growth and overcome the change of management environment. Therefore, human resources should be emphasized to become competitive personnel and organization with leading the change master and creating the value of the organization.

• Asia pacific journal of information systems
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• v.34 no.1
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• pp.209-225
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• 2024

This research aims to use machine learning technology in human resource management to predict employees' work-life balance. The study utilized a dataset from IBM Watson Analytics in the IBM Community for the machine learning analysis. Multinomial dependent variables concerning workers' work-life balance were examined, categorized into continuous and categorical types using the Generalized Linear Model. The complexity of assessing variable roles and their varied impact based on the type of model used was highlighted. The study's outcomes are academically and practically relevant, showcasing how machine learning can offer further understanding of psychological variables like work-life balance through analyzing employee profiles.

• Management & Information Systems Review
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• v.4
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• pp.201-224
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• 2000

Since Organ(1977) published a paper on the importance of organizational citizenship behavior, studies of organizational citizenship behavior have increased continuously. An exploratory study on the application strategy of organizational citizenship behavior for human resource management is very scarce. Many organizational researchers so far, have focused on investigating in-job behavior. Yet, from a decade, organizational researchers have recognized that in-job behavior alone can not explain sufficiently job performance or organizational effectiveness. Thus, they have paid attention to extra-job behavior, which is generally called as organizational citizenship behavior. Focusing on the importance of human resource management in organizational citizenship behavior, this paper is to examine an exploratory study on the application strategy of organizational citizenship behavior.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.5
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• pp.277-285
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• 2021

This study aims to examine the effect of variables of financial management information systems, organizational culture, and human resource competence on the accountability of village government financial reporting. The sample was 65 villages in the two districts using a simple random sampling technique. To analyze the data of this research, multiple regression analysis was conducted. The results showed that organizational culture as a differentiator in the two districts, namely financial management information systems, organizational culture, and human resource competence has a significant positive effect on accountability in preparing village government financial reports in Tabanan Regency. Meanwhile, organizational culture does not have a significant influence in Badung Regency, this is because each village government has a different work culture. In the Tabanan regency, we use local culture as the basis for organizational culture, while in the Badung regency it can be examined between organizational culture and it is carried out differently, which indicates that no one organizational culture type is superior to other types. This means that all types can move in line with and hand-in-hand based on how and when organizational goals are to be realized.