• Health Policy and Management
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• v.22 no.4
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• pp.703-710
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• 2012

Purpose : The aim of this study is to review the current status of healthcare provision and its human resources administrative management and propose a coordinated human resource management plan for the more efficient operations of healthcare organizations. Methods : We reviewed the literature and held discussions with officials from the United States Department of Health and Human Services to survey United States Public Health Service Commissioned Corps operations. In addition, we surveyed the literature to analyze the current structure and responsibilities of governing bodies involved in public healthcare in Korea. Results : In Korea, there are several administrative offices involved in public health: the Ministry of Health and Welfare, the Ministry of Defense, the Environment Ministry and others. Since these diverse agencies don't integrate their operations, it is difficult to grasp their management of both public healthcare services and their personnel. A potential model is the United States Public Health Service Commissioned Corps, a sub-group of the Department of Health and Human Services and an elite team of highly qualified, public health professionals, which coordinates and manages the overall work and personnel of diverse healthcare organizations. Conclusion : We suggest the establishment of a federal level, public health administrative department of human resource management to centralize and coordinate the existing, disparate healthcare administrative agencies.

• Management & Information Systems Review
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• v.17
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• pp.191-214
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• 2005

Recently, most enterprises are having a knowlege management boom. A number of books associated with the knowlege management are being published, countless public seminars are held, and many research councils have been organized studying it formally or informally as if not importing the system is like falling behind a fashion. However, there are not many cases that achieved success by constructing the system of knowledge management. Then, why the knowledge management is not so much effective despite so many voices wanting the change of management system and a lot of public lectures about it? I guess the reason is that most companies do not have concrete methodology. Seeing a result of a survey which reported that with spread of venture boom and successful examples being known widely, the outflow of precious human resources is accelerated and a large number of employees of conglomerates have already resigned or are considering separation from their positions, we can realize that are occurring a change which can be nearly called severance in an occupational view and an organization culture. The preference to a large enterprise or a public institution of labor is low today and the notion about a lifelong job is regarded as past remains. As for this, it could be said that the social atmosphere that pursued the stability of a job has been changed to the practical one that attaches importance to ability and pay. The way of thinking of employees has been changed while established organizations cannot satisfy their desire and this explains why important members of a company are flown out. The reason why superior human resources move to venture businesses is that they can do their likable work and also prove their ability as well as unconventional rewards. Although existing companies are trying to preserve important human resources through performance compensating stock option, temporary patching up of personnel management cannot retard the rushing wind of foundation and the outflow of labor. On the contrary, clumsy import of performance-based reward system not only fails to hire superior labor power but also can bring about a sense of incompatibility and conflicts among the remaining employees. Therefore, this thesis, focusing on how to choose, develop, and maintain the human resources, will suggest a future-aiming human resources management model of Korean enterprises after comparing and analyzing the actual condition of domestic companies and the trends of advanced corportaions.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.16 no.28
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• pp.59-67
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• 1993

Recently, The concept of strategic groups is recognized as a basic unit of understanding framework in strategic management research. Researchers have consistently approached the relationship between strategic groups and organizational variables(organization structure vs strategies, management process vs strategies, management systems vs strategies, environment vs strategies, strategies vs performance). However the relationship between strategic groups and human resources has been neglected in theortical approach and empirical approach. Therefore this study explores the relationship between strategic groups and human resources management.

• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.3
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• pp.33-39
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• 2012

Since the passing of the Personal Information Act in March 2011 and its initial introduction in September, over the one year to date diverse security devices and solutions have been flowing into the market to enable observance of the relevant laws. Beginning with security consulting, corporations and institutions have focused on technology-based business in order to enable observance of those laws competitively in accordance with 6-step key procedures including proposal, materialization, introduction, construction, implementation, and execution. However there has not been any investment in human resources in the field of education such as technology education and policy education relative to the most important human resources field nor investment in professionals in the organization for the protection of personal information or in human resources for operating and managing IT infrastructure for actual entire personal information such as special sub-organizations. In this situation, as one process of attracting change from the nature of the technology-based security market toward a professional human resource-based security infrastructure market, it is necessary to conduct research into standardization modeling concerning special organizational composition and a management system for the protection of personal information.

• Journal of the Korea Safety Management & Science
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• v.10 no.2
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• pp.61-70
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• 2008

The CEOs of global companies have been realized the imagination and creativity that can be obtained from the corporate culture is the crucial competitive power for sustainable growth. Thus, most domestic companies take an increasing interest in how to make creativity efficiently. This paper, however, argues that the proper application of performance indicators can engender creativity and innovation in organizations without costly investing on creativity. Assuming that creativity is actually dominated by the emotion of human resources rather than the rationality, this paper suggests the performance indicators developed based on the viewpoint of the characteristics of human needs and the relationship between the human needs and the attribute of works. The performance system which consists of activity, sociality and creativity is presented and the performance indicators for each category are also suggested to improve the spontaneity and creativity of human resources.

• 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.

• The Korean Journal of Health Service Management
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• v.5 no.1
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• pp.77-85
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• 2011

The study intends to conduct an analysis of relations between efficiency of investment to human resources and the operating margin in hospitals. The analyzed results are as follows: First, it is found out that an index related to labor productivity(the monthly value added per bed, the value added ratio to gross revenue), and an index for efficiency of human resources(value added to personnel expenses), do not have a significant difference by years. Second, labor productivity, indicating the efficiency of human resources, does not have a significant difference between regions and between hospital types. But there is a significant difference according to types of establishment: private hospitals have higher labor productivity(efficiency of human resources) than corporate hospitals. The hospital size is small have significantly higher labor productivity. As a result of a follow-up check, it is found out that there is separation between a group with more than 200 beds and a group with less than 200 beds. Third, at the relations between the indices related to value-added productivity and the operating margin that the higher the value added ratio to gross revenue and the higher labor productivity, the higher the operating margin. Especially, labor productivity(value added to personnel expenses), an index for the efficiency of human resources, out of all the indices related value added productivity, has the most significant influence on the operating margin.

• Proceedings of the Safety Management and Science Conference
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• 2009.11a
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• pp.125-144
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• 2009

Korean logistics industry have been focused on transportation business. However, with the expansion of the electronic commerce and on-line shopping, delivery service is now dramatically growing. Despite the expansion of logistics market, the domestic logistics industry have significant structural problems such as low productivity comparing with the advanced countries, relatively high cost and shortage of human resources and lack of professionalism of people in the industry. Logistics companies reallocate employees, use subcontractors, expand consignment and training the employees to overcome the labor shortages but it has some limits. In recognition of the importance of labor in the logistics industry, financial support and investment have increased. Logistics companies tend to hire consultants, set up logistics department or R&D center in order to establish highly productive logistics process and system so it is viewed that there will be considerable demands of human resources in the logistics industry. This study indicates implications and development direction of human resources in the logistics industry by looking into prospect and characteristic of the industry, employment status, training programs and qualification requirements.

• The Journal of Asian Finance, Economics and Business
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• v.10 no.2
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• pp.247-256
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• 2023

Financial sectors, like other sectors with strict hierarchies, need help to be adaptive or agile enough to satisfy the needs of competitive situations. In this regard, this study aims to evaluate the influence of job satisfaction on the link between job empowerment practices and the agility of human resources and fills the gaps in the current literature. To fulfill these aims, the study employs data collected through a survey of 460 employees randomly selected across various levels of commercial banking. AMOS 25 was used to conduct a statistical data analysis by applying structural equation modelling to test the hypotheses. The findings revealed positive and direct associations between job empowerment practices, job satisfaction, and the agility of human resources. In addition, employee satisfaction served as a powerful intermediary between empowerment practices and the agility of human resources. This study is one of the first to analyze the association between these factors in this field. These results imply that banks should develop effective job empowerment strategies to increase employee job satisfaction, which can lead to a more agile workforce. As mentioned in this paper, it also has important and helpful implications for academics and banks.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.391-399
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• 2020

This study aims to analyze the relationship of e-HRM implementation to employee performance both directly and indirectly through the intervening of the Human Resource service Quality variable, both practically and theoretically. This study uses variance-based structural equation modeling (SEM) techniques with partial least square (PLS) statistical testing tools to test the direct relationship of e-HRM and the performance and relationship moderated by Human Resources service quality tested on 200 civil servants in five offices under the coordination of the Government of the South Sulawesi Province of Indonesia. The data collection model in this study uses an online survey. The data analysis stages through the explanatory concept consist of, first, the interpretation of the distribution of the average frequency of respondents' answers; second, outer-loading; third, determination of the validity and reliability; fourth, the coefficient of determination test and partial test; fifth, the GoF model; sixth, validity test; and seventh, hypothesis testing. This study explores four hypotheses in a comprehensive fashion; the results of this study show that all hypotheses have positive and significant effects both through direct and intervening relationships. Among the three direct relationships, the relationship of e-HRM variables on HR Service Quality is greatest and most dominant.