• Journal of Labour Economics
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• v.36 no.2
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• pp.37-65
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• 2013

This study compares the return to seniority and experience among different groups of workers. Skilled workers in large company appear to enjoy the biggest seniority premium, while non-regular workers and small company workers hardly have any. Trade union did not have significant effect. Return to experience increased especially in large firms. Nonparametric model specification test shows that the biases for returns to seniority and experience of 30 years to be between -25~29%, and -42%~6%, respectively.

• Korea Journal of Hospital Management
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• v.2 no.1
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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.

• Korean Journal of Social Welfare Studies
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• v.42 no.4
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• pp.295-327
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• 2011

Although there are many studies on the retirement recently, very few studies have empirically addressed on mandatory retirement. In Korea, several scholars suggest that the seniority systems may be the main reason that employers have been reluctant to hire older workers. Therefore, the seniority system that Lazear(1979) proposed has significant implication on explaining mandatory retirement in Korea. Thus, this study aims to examine the seniority system that Lazear proposed can explain the retired employees' mandatory retirement. The empirical study is based on Korean Longitudinal Study of Ageing. wave I-II. The main result from this analysis is that interaction between wage and job tenure on mandatory retirement is statistically significant. For employees with high wage growth rates, the probability of mandatory retirement rate is higher as their job tenure is longer. On the other hand those employees with wage growth rates, that is lower although their job tenure is longer. This study supports the assertion of Lazear(1979).

• Journal of Labour Economics
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• v.29 no.2
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• pp.29-66
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• 2006

This study investigates the structural change of wage determination within internal labor market that have occurred around the financial crisis in 1997 by using the personnel data(1996~2000) of a Korean large firm. We take the effect of performance-based pay system to apply on wage determination of workers using Mincerian earnings function estimation. After introducing the annual salary system in the firm, we did not find the fact that the wage effect of seniority decreases, but we found the wage effect of relative evaluation ratings increases. Then, this study identifies the importance of the reward strategy of firm in Korean internal labor market. Finally, we have concluded that although the firm acknowledged the positive effects of performance-based HRM practices, we have not obtained enough evidence on the transformation into such practices because the seniority-based HRM has been traditionally prevalent in the Korean internal labor market.

• Culinary science and hospitality research
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• v.6 no.3
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• pp.5-23
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• 2000

This study aims at suggesting an alternative plan on the efficient management of human resource of Hotel Foodservice Industry. The study breaks down into education/training, wage. welfare benefits. and human relations as is shown below; First Education/training should be conducted systematically in accordance with the contents and targets of the education & training program and directly be 1inked with personnel evaluation, so that the employees who faithfully devoted themselves to the program can get a fair reward. Second, job-evaluation-based wage system should be added flexibly to the seniority system to rationalize the current wage system and thereby resolve the problems inherent in the seniority system. Third, employees are required to participate in welfare benefit program and should be encouraged to use the program as a way of making good use of spare time. the introduction of education/training system is intended to recharge the spirits of employees and induce active life style, thereby contributing to the improvement of productivity. Fourth, Human Relations Program is needed to foster good human relations. Especially called for is the program which can lead to the improved productivity of the organization and provide incentives to human resource.

• Journal of the Korea society of information convergence
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• v.5 no.2
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• pp.49-58
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• 2012

Korea has entered into an aging society at an exceptionally high speed. Increasing aged workers give pressure on Korean companies with seniority based pay system with labor costs. The wage peak system has been introduced to Korean companies as an alternative to early retirements. The wage peak system currently adopted in Korea is mainly the aging-limit-security model. But in the future we should actively adopt the employment-extension model. To operate wage peak system successfully, I suggest introduction of the individual wage peak system, development of suitable jobs for the aged, selective application by job classification, incentive graded by performance evaluation, and working hour reduction with the decreased rate of wage.

• Journal of Labour Economics
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• v.31 no.3
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• pp.47-74
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• 2008

Following two pioneering works, Medoff and Abraham(QJE 1980; JHR 1981) and Flabbi and Ichino(LE 2001) which use performance rating of personnel data as individual worker's productivity, this study replicates their analysis using a Korean large firm's personnel data(2000, male white collar workers). According to their methods through Mincerian earnings function, and multinomial logit model that links the distribution of wages and performance ratings, we find that seniority wages appeare continuously even if individual worker's productivity is controlled. Therefore we conclude that incentive or deferred compensation theory is more suitable than human capital theory.

• Journal of Labour Economics
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• v.37 no.1
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• pp.59-85
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• 2014

This paper analyses an impact of wage scheme and transparency of performance evaluation on the productivity. The main findings in this paper are as follows: First, the effect of wage scheme based on seniority system on the productivity is worse off than the performance pay. Second, there is a positive relationship between an incentive and the productivity, but, in the case of firms which individually informs the results of performance evaluation to their workers, it shows the hump-shaped relationship. Third, though the wage scheme is based on the performance, if the evaluation system is not transparent, the impact of incentive on the productivity is disappeared. Consequently, this paper implies that the appropriate incentive and the transparent performance evaluation system are required so as to improve the productivity.

• The Journal of the Korea Contents Association
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• v.18 no.9
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• pp.424-432
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• 2018

Job-wage is "a compensation system in which the basic pay is determined by the value of the task regardless of the nature of the person performing the task." The retirement age of workers in 2016 is trying to improve the wage system due to the enactment of the 60-year-old law. The performance salary system introduced in the previous administration try to switch the government of Moon Jae-in. In other words, the introduction of performance salary from the Seniority based Wage and the shift to the job payment system are taking place. This study analyzed case agencies in connection with the transition of job wage to public agencies. In other words, based on the awareness of the employees involved to the contents of the transition of the performance annual salary system to the job wage system analyze empirically. This study finds that there was strong negative perception of the performance-based pay system as a whole and the shift to a job wage system was also highly opposing. It was revealed that efforts to improve the problem are needed to improve performance annual salary system, to reverse the negative perception of job wage, to prepare fair evaluation criteria for performance and job duty and to persuade employees who oppose job change.

• Korean Journal of Social Welfare
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• v.42
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• pp.169-198
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• 2000

This paper attempts to analyze the early retirement in the OECD countries and discuss implication of that in the old age policy in Korea. The increase of the early retirement in the almost all OECD countries is a common fact. Especially the rate of early retirement rapidly increased in the 1980s, mostly reflecting the high rate of unemployment and states' policies to reduce it. However, it varies across countries: the unemployment compensation pathway in France, the mixture of social assistance and private insurance in England, VUT in Netherland, the privatization of the early retirement in the U. S., and partial retirement and labor market policy in Sweden. The early retirement in the advanced countries contributes to de-institutionalization and de-standardization in life course model. It resulted in the erosion of the ordinary conception that the retirement was the beginning of the old age. And the last phase of life course became blurred. With respect to the problem of the early retirement, there is a big difference between Korea and the OECD countries. Above all, the retirement age is 55 years in many companies and the public pension is not universalized in Korea. Accordingly the policy for income security of the old age in Korea should be connected with social security policy such as the gradual extension of the retirement age and the expansion of the public pension and labor market policy such as job training for the old age, transformation of the seniority wage system etc.