• 한국조리학회지
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• 제13권4호
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• pp.151-163
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• 2007

The purpose of this study is to find out the influence of wage satisfaction and personnel management policy on hotel employees 'organizational commitment and job satisfaction in Korean hotels. In the standpoint of management, almost all hotels seek to meet their employees' satisfaction whether they try to or not. The survey was performed on hotel employees in Seoul and 231 sheets are returned out of 300 sheets. This study use SPSS for WIN 12.0 and AMOS 4.0 to analyze the hypotheses. There are several prerequisites for employees' job satisfaction according to researches and theories. The main factors for employees' job satis-faction are drawn by the prior researches on wage satisfaction and personnel management policy. Then job satisfaction and organizational commitment are extracted to study how the two factors are affected. As a result, the satisfaction with wages affects job satisfaction not significantly. Followed by the results, the effects of the organizational commitment on the job satisfaction and the job satisfaction on personnel management policy were shown significantly. Based on the results, this study will give a suggestion that to get the organizational commitment from employees through job satisfaction, hotels should apply fair personnel management policy to their employees.

• 보건행정학회지
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• 제8권1호
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• pp.15-51
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• 1998

compensation is a major function of human resources management. The hospital industry is characterized by its remarkable labor intensity and human resource input by unit. That is why the hospital industry has a higher level of wage/cost ration. The issues of how much the hospital personnel's direct financial compensation amounts to and how the organizational and other factors generate compensation differentiation, are central problems for research in hospitals. But there have been few approaches to study staff compensation in hospitals, its magnitude and inter-hospital relative compensation amounts for the same personnel. A worker who moves from low-wage to a high-wage employer can usually increase his or her pay without change in job description. This means in the cases of same jobs, relative importance is different for each hospitals. The purpse of this study were to find the compensation levels of hospital personnel and to determine the factors affecting compensation levels of hospital personnel. The unit of analysis is the hospital and 145 hospitals were studied for nurse(RN), medical technoloist(MT), managerial personnel(MP) and 100 hospitals for medical doctor(MD). In this study the definitions of direct financial compensation are before tax, excluding employer's contriution and total annual remuneration received by the employee. Main findings of the research can be summarized as follows. 1. Direct financial compensation of hospital personnel are MD 45,056,000 won, RN 9,222,000 won, MT 9,513,000 won and MP 9,185,000 won in the starting year's employment in hospital. 2. According to determinants of hospital personnel compensations, there are no statistical significant variables to determine the level of MD's compensation. Wlith RN and MT's compensation level, the greater the patient revenue per 100 hospital beds, the higher the RN compensation and the tertiary hospital's compensation is much more than other types of hospitals. The location of hospital is another determinant factor for the MT's compensation level. Hospitals that are in the uban area have lower compensation level than rural area. There are the same results in MP with MT. Conclusions can be drawn from the results of the study. First, the wage differentiation of MD and other health personnel still remains and the differentiation existed in inter and intra job personnel of hospitals. Second, determinants of hospital personnel personnel compensation level are patient revenue, location, and type of hospital level.

• 건축사
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• 통권630호
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• pp.126-128
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• 2021

• 건축사
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• 통권626호
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• pp.116-117
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• 2021

• 노동경제논집
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• 제29권2호
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• pp.29-66
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• 2006

본 연구는 우리나라 내부노동시장에서의 임금결정구조가 어떻게 변화하였는지를 살펴보기 위해 우리나라 대기업의 인사데이터(1996~2000년)를 활용 하였다. IMF 외환위기 이후 한국 대기업을 중심으로 성과급제가 광범위하게 확산되었는데, 과연 이 기업이 의도한 대로 연공임금성을 완화시키고 성과에 따른 보상을 구현했는지를 검증하였다. 임금함수 추정을 통해 성과급제 도입 전후의 임금구조와 임금결정방식을 비교분석한 결과, 실질적인 연공임금성 약화가 이루어지지 못했지만, 성과에 따른 보상은 인사고과에 따른 임금격차로 반영되었고, 성과급제 도입후 지속적으로 확대되고 있어 기업이 의도한 대로 성과에 따른 보상이라는 성과주의 인사제도의 효과가 나타났다. 그러나 이러한 효과에도 불구하고, 아직도 기업이 연공임금체계에서 완전히 탈피했다고 판단할 수 없다. 그 이유는 기업 보상전략의 기본이 되는 직급별 임금 구조의 차이가 성과주의 인사제도의 도입에도 불구하고 여전히 유효하게 작동하고 있기 때문이다.

• 한국병원경영학회지
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• 제2권1호
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• pp.162-182
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• 1997

This study was carried out to assess the current status of hospital wage structure and to find out the characteristics and problems in the current hospital wage structure. so as to provide empirical data for establishing a rational wage structure. The data were collected from administrative personnels in charge of wage management in 31 hospitals by using a structured questionnaire through direct visiting and mailing in Pusan Metropolitan City. The major findings in this study were as follows: First, the hospital wage structure applied differently to the basic wages between doctors and the other employees. The wage structure for doctors included performance rate of 51.6%, followed by a synthesis rate of 29.0%, while the wage for the other employees had the synthesis rate of 74.2%, followed by the seniority rate of 12.9%. Second, the wage consisted of a basic wage for 57.5%. the allowance for 21.1% and monthly installed bonus for 21.4%, and the basic wage comprised 68.3% of the total wage for doctors, as compared to 51.9% for nurses and medical technicians and 52.4% for administrative and managerial personnel. The annual rate of the bonus was average 460%, and 96.8% of the hospital did not consider personnel preformance appraisal when paying the bonus. Third, 80.6% of the hospitals applied the legal rate to the retirement allowance while 19.4% applying cumulative rates more than the legal rate, and all of university hospitals applied cumulative rates. Retirement reserves were practiced only in 54.9% of the hospitals. Forth, many hospitals seemed to be interested in applying graded wage system according to performance, by showing that 42.9% of the hospitals were planning to apply it in the future, despite only 9.7% practicing it. Fifth, the wage structure appeared to be complicated due to various kinds of allowances. The kind of the allowances varied among hospitals, ranging from 2 to 26 kinds, and increased as the size of hospital was larger. Sixth, the opinions leading to improve the basic wage structure favored the seniority rate for 51.6% either to maintain the present seniority rate(16.1%) or to apply the incentive pay in addition to the senior rate(35.5%). and also favored the performance rate for 35.5%, followed by the job rate for 12.9%. In conclusion, the current hospital wage structure seemed to be too complicated to reflect personal ability, contribution and performance and to become a big barrier to inducing worker's motivation and to strengthening in competitveness. Therefore it is suggested that the current wage structure should be revised to the one emphasizing on job and ability base with considering characteristics and situation of the hospital, rather than seniority factors.

• 건축사
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• 통권625호
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• pp.120-121
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• 2021

• 건축사
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• 통권637호
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• pp.154-155
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• 2022

• 건축사
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• 통권644호
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• pp.144-146
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• 2022

• 건축사
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• 통권641호
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• pp.140-141
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• 2022