• Management & Information Systems Review
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• v.25
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• pp.407-428
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• 2008

The purpose of the study is to examine a new paradigm of Korea labor movement so that Korea labor union may adapt itself to change of labor environment and raise its organizing rate. Examining assignments to have to practice for a new paradigm of a labor union in the 21st century. First, common industrial relations should be constructed. To achieve it, it is necessary that labor and management have a strong partnership as a group sharing common destiny on the basis of mutual confidence. Second, unionism in the side of social reform should be settled down. Labor and capital should grope coexistence and co-prosperity through conversation and negotiation, escaping from opposition and fighting. Third, service function of a labor union should be strengthened. A labor union should offer service as pursuit of diversity, self-management and autonomy in work for laborers. Fourth, labor and management should try to stabilize industrial relations followed by industrial-level negotiations. Fifth, labor and management should try to develop human resources in cooperation between the two. Labor and management should participate in developing human resources on the basis of cooperation. If a labor union has a positive practice for a new paradigm of labor movement as above and recognition about a labor union is changed, industrial relations will realize more developmental relation.

• Korea Journal of Hospital Management
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• v.14 no.1
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• pp.123-144
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• 2009

Recently, a long strike by hospital labor union emerged as a serious social issue. During the Worldcup Games in June, 2002, labor strikes broke up at 'C', 'K' and other hospitals, and in 2007, 'Y' hospital suffered much from a strike. Such series of extreme labor disputes have awakened people of importance of a more stable labor-management relationship for the medical institutions responsible for people's health than any other business organization. The purpose of this study was to examine the labor-management disputes at 'Y' hospital in 2007 and 'C' and 'K' hospitals in 2002. The results of this study can be summarized as follows; First, requests of the labor union such as pay raise, reemployment of the irregular workers as regular employees and participation of the labor union in personnel affairs are the long-held or core issues suffered by the medical institutions. Such issues are not independent from each other but complicated with each other surrounding the pay raise. Accordingly, it is not easy to determine the genuine bone of issue for labor-management disputes. Second, the model type of disputes between labor and management at medical institutions may be strike. However, it is conceived that the type of disputes would be subject to change as the essential medical service area system began to be operated since 2008. Third, the common characteristic of the labor strike among the 3 sample hospitals was occupation of the hospital lobby for a sit-in strike to maximize the negative effects of strike. Article 42 (Prohibition of Violence) of Labor Union and Labor Relation Coordination Act prohibits occupation of production or other important business facilities. In addition, since Ministry of Labor interprets that the hospital lobby belongs to the important business facilities enumerated by Article 42 of the above act, occupation of the hospital lobby for a sit-in strike may be too controversial to be admitted as a fair act of labor dispute when its legitimacy should be judged. Fourth, the counter-measures taken by the hospitals against the strike were observance of the principle 'no labor no pay,' closure, legal action, accusation, claim for recovery of damage, provisional seizure, disciplinary punishment, etc., but the principle of 'no labor, no pay' was not applied in a fair manner by 'C' and 'K' hospitals. However, 'Y' hospital applied this principle thoroughly to the strike; the hospital conduced to correction of the wrong labor-management relationship by refusing inclusion in the labor collective agreement of a provision about payment of wage during the period of strike or labor union's request to that effect during a strike. In addition, 'Y' hospital took an effective measure to end the strike earlier by notifying the labor union of cancellation of the collective agreement and banning the unionists from entering the hospital.

• Management & Information Systems Review
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• v.6
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• pp.205-226
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• 2001

Under the pressure of competition and efficiency in the 21st century, many firms need to adapt the system of new labor relationship, labor management' innovation. In global economy and information time, country and company have become a business imperative core strategy. Industrial and Labor management culture is more innovation and sustain, development. Therefore, This paper review, the new era of 21st century of knowledged based information society, new labor management culture's shape and the possibility of strong corporate culture's impact. This study suggested several improvement ways of Labor Management. The directions of participation in decisions in labor relation as follows: A manager and employee cope with partnership each other, open management is to successfully operate. Then investment enlarge human resource development, career development, education & training's enforcement etc. Employee are creativity and innovation task centered interested in the working conditions. First of all, employee has to not only effort to productivity improvement, but also voluntarily capacity improvement. These changes are hot issues to employee as well as to manager. Also, Government role is very important. They provide to constructive infra and human resource management should be develop as well as supported to knowledge based employee in socially responsible management. Finally, new labor relations culture' practice can effort the growth to improve upgrading strategy the sound labor-manager.

• The Korean Journal of Health Service Management
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• v.13 no.1
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• pp.1-13
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• 2019

Objectives: This study was designed to determine the relationship among emotional labor, perceived organizational support, and job attitude in public health centers. Results: First, emotional dissonance had no effect on perceived organizational support. However, emotional endeavor had a positive effect on perceived organizational support. Second, perceived organizational support had a significant effect on job attitude. Third, emotional labor had no effect on job satisfaction, but emotional labor had a positive effect on job commitment. Fourth, perceived organizational support had a full mediating effect on the relationship between emotional labor and job attitude. The implications of this study are as follows. Conclusions: Higher emotional labor leads to lower job satisfaction and job commitment in public officials, thereby affecting job attitude. Accordingly, various systematic methods, such as flexible working hours and personnel policy, need to be implemented to alleviate the negative effects of emotional labor.

• Journal of Digital Convergence
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• v.13 no.7
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• pp.69-78
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• 2015

Labor and management relation rises as a key task to solve in order to ensure corporate's sustainable competitiveness in a convergence global environment. The aim of this study is to examine the mediation effect of labor union participation behavior in the effect of convergence-type labor-management conflict on the turnover intention. Data was collected from 491 employees who were employed in medium and small enterprises in Daejeon, Chungcheongnam-do and Chungcheongbuk-do. The results are as follows. Firstly, labor-management conflict had positive (+) effect on labor union participation behavior. Secondly, labor union participation behavior had negative (-) effect on turnover intention. Thirdly, labor union participation behavior had mediating role in the relation between labor-management conflict and turnover intention. Therefore, it is necessary to respond profit and desire of the labor union members by union leaders and to enhance necessity and value of the labor union continually.

• Korean Journal of Construction Engineering and Management
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• v.12 no.4
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• pp.106-116
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• 2011

It is very important to collect and manage labor information in the construction industry that is labor-intensive. Although research and cases that utilize RFID are increasing for more effective labor management, labor management is limited to the checking-in and -out information management at the entrance of a construction site due to high expense of an RFID reader. Labor and safety information is still managed based on the redundant process that is hand-written in a book and re-input of information by using a personnel-computer. Therefore, the objective of this paper is to develop more effective and efficient process for labor information record and management. This paper presents a prototype application that supports integrated labor information management by incorporating QR-code into RFID-based labor management system and verifies the application through a pilot test and comparison with the existing labor management syste.

• Journal of the Korea Safety Management & Science
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• v.11 no.2
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• pp.9-18
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• 2009

The safety & health can not be accomplished by only one side's effort of labor and management. To establish high level of occupational safety & health system, we have to recognize the extent of participance and need to study about how to keep the labor-management cooperation in good condition. The purpose of this paper is to make better suggestions such as how to improve the labor-management cooperation and how to establish the efficient occupational safety & health law through studying the labor-management cooperation system in the occupational safety & health.

• East Asian Journal of Business Economics (EAJBE)
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• v.8 no.1
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• pp.21-40
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• 2020

Purpose - The labor management department is an important area in charge of the labor-management relations that affects the competitiveness of the company. This study seeks to diagnose labor management education focusing on labor manager competency strengthening curriculum that is currently being conducted domestically and propose an educational model that can contribute to the labor manager competency development by researching improvement measures. Research design, data, and methodology - In this study, the first phase is a Delphi open form survey and 15 expert panels participated. The second phase had 31 expert panels participating and in the final IPA analysis, targeting 111 on-site subjects, it conducted a survey regarding desired level of current educational level and future education requirement. Results - A final 57 subjects regarding 11 items to increase the competency of the labor managers through the first and second Delphi survey was deduced through this study. To add, regarding the current education level and desired level that the current workers are thinking with respect to analysis results of the 57 subjects through the IPA analysis, an educational model could be deduced to increase competency of the labor managers based on the result. Conclusions - Thus far, research regarding labor management has been insufficient as it was defined as a subordinate role to human resources. This study reviews the role and competency of labor managers and presented an educational model to strengthen the capabilities of internal labor managers to re-illuminate the labor manager. However, this study is limited in terms of the diversity of the types of companies participating and the small number of panels. Better data can be produced if such parts are supplemented in the future.

• Management & Information Systems Review
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• v.30 no.4
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• pp.253-292
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• 2011

This study is significant of groping for the autonomous perspective of a medication system for the establishment of harmonious regional labor-management relationship and investigating a plan to minimize previously labor disputes through both analyzing mediation cases and finding out any core issue from the labor-management relationship, with matters experienced in the mediation field when I had served as a mediator. Specially, this study has also objectives to prevent previously any labor dispute through analyzing and minimizing the issue of the labor dispute by case and to establish harmonious labor-management relationship thereby. Further since it is necessary to understand the organization and roles of the regional labor relations commission in order to understand the concrete matters in respect of the labor dispute mediation, this study shall be to explore in detail the matters relating hereto and to acquire general knowledge of mediation through case analysis. Additionally, there is little studies exploring alternative research for the establishment of reasonable labor-management relationship with core issues referred a mediation to the labor relations commission through both the position heightening of the labor relations commission and the analysis of core issues until now. Thus, this study may provide a theoretical base for raising a technique to enhance negotiation skill through acquiring the previous training or full knowledge on the approaching manner to be taken by the labor and management in the collective bargaining or wage bargaining on the basis of items analyzed by core issue. The heightening perspectives to be acquired through the analysis of 50 or more mediation cases are as follows. First, it deems to be important what position each mediation party takes. Second, the information acquired by an investigator in the preliminary investigation before holding the mediation is very importantly utilized in the mediation. Third, the gumption of mediators in charge of the mediation is very helpful for the resolution of a case. Fourth, it shall be preceding to understand dispute issues. After reviewing fully the investigation report of an investigator, if separate review is required, it is tried to hold a separate meeting and then reduce the number of issues asserted by the labor & management and, if the number of such issues is reduced, the mediation may approach to be concluded. Fifth, it shall be kept in mind that any matter other than the scope of the law be based on not the judgement of mediator but the legal interpretation. Sixth, it is necessary for both labor and management parties to take a positive approach so as to make the healthy labor & management relationship anchored. Seventh, notwithstanding the mediators are part-time and take a service attitude, it shall be encouraged to abstain from slandering or inveighing against the mediators because the mediation is taken against oneself. Eighth, it is necessary to convert the management's recognition about a labor union. Ninth, it is necessary to not raise any issue on the matters, such as time-off system and multiple labor union, etc., which are legally enforced. Tenth, it is confirmed that the regional labor relations commission plays a bridge role of narrowing down the issue difference between the labor and management.

• Journal of Labour Economics
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• v.23 no.1
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• pp.103-135
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• 2000

After scrutinizing the actual conditions of labor participation in management decision makings through analysing the collective agreements and the regulations of labor-management committee at the affiliated companies of Korea's top-five Chaebols, we could get some conclusions as follows. First, because the labor participation in management decision makings is in very inactive situations at the long-term management strategy level and the workplace practice level of industrial relations, both parties of the industrial relations in those companies surveyed show the serious lack of abilities to tackle the new and rapidly changing business environments as nowadays actively and cooperatively. Second, we could find the fact that in the surveyed companies the device of collective bargaining was used more commonly at the collective bargaining level of industrial relations and the device of labor-management committee was often used relatively at the long-term management strategy level and the workplace practice level. Third, we could conclude that the separating type of the labor-management committee which was able to keep a safe distance from the more antagonistic device, the collective bargaining, was much more efficient device of the labor participation in management decision makings.