• Culinary science and hospitality research
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• v.6 no.2
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• pp.199-225
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• 2000

It is desirable that the management of human resources, as a strategy for the competition, should be the necessity for the hotel industries to survive in the rapid change and continuous development In other words, the management of enterprise provides the foundation to form human relationship, just as the hospitality industry operates with human relationship. Here by, all the problems out hotels have faced are that our hotels should look for a new human resources. The control of human resources in hotels means that if does not only satisfy hotels, employees, and guests but improves the personal ability. also it is important for the method of hotel operation as a management. Therefor, hotel managers have to get a good human resources, at the same time, improve the potential ability from them in order to get development for industries and a person. This study in the effective project for the human resources in hotels is relation to the organization of hotel sand he factor of human resources. This research if focused on the property of classification each factor in the control of human resources. according to the classification, the relationship and an effect are commonly made in groups of properties and are named respectively.

• Journal of Family Resource Management and Policy Review
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• v.16 no.3
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• pp.35-51
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• 2012

The purpose of this study was to assess middle-aged married men and women's access to family resources (economic and relationship) and to examine how this affects their life satisfaction. Data were drawn from the second wave of the Korean Longitudinal Study of Ageing (KLoSA). The sample consisted of 3,265 middle-aged married men and women aged between 45 and 60, who had children. The collected data were analyzed using multiple regression, ANOVA and the Scheff$\acute{e}$ctest using SPSS 18.0 The results showed that there was significant difference between men and women in terms of their access to economic and human relationship resources. In addition, the life satisfaction of the middle-aged was found to be significantly predicted by their access to economic and human relationship resources. In particular, the life satisfaction of group (A), who had low economic resource access but high family relationship satisfaction, was found to be higher than that of group (B), who had access to high economic resources but had low family relationship satisfaction This result indicated that there was an interaction effect between family resources. A number of policy implications were made.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.6
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• pp.447-453
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• 2021

Human resources play a key role in developing and enhancing the manner in which an organization change. In fact, the role of human resource-related quality management has contributed greatly to the growth of the organization in both the short and long term. The purpose of the current study is to identify factors that influence human resource retention in Hanoi in the backdrop of growing economic performance of Hanoi in Vietnam's economy. Primary data was collected through questionnaires of 280 respondents from the four districts in Hanoi, including 25.2% of respondents working in Cau Giay district, 21.2% in Dong Da district, 34.2% in Ha Dong district, and 19.4% in Thanh Xuan district. After applying Cronbach's Alpha and Explore Factor Analysis (EFA) analysis, Durbin-Watson test, empirical results demonstrate that relationship among co-workers has a significant and positive contribution on the maintenance of human resources in the organization. Additionally, higher welfare facilities for an employee are more likely to impact the maintenance of human resources in the organization. Factors such as working environment, job placement, and leadership relationship have no adverse effect on the maintenance of human resources, although a positive impact could be established in all cases.

• 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 Service Research and Studies
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• v.11 no.3
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• pp.98-116
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• 2021

With the advent of the era of the 4th industrial revolution, various factors such as economy, management, and culture are changing in modern society, unlike in the past. Among them, the main characteristic of management is the change from intangible goods to tangible goods, and companies are trying to pursue innovation such as introducing a new management method, converting from manufacturing to service, and expanding technology. However, with regard to human resources, which is becoming the most important for sustainable value creation in a changing era, efforts to enable practical innovation are lacking as they are still in a simple transition. Therefore, in this study, after recognizing the importance of human resources, we verified the relationship between the elements of the human resource in the service economy era according to organizational culture and organizational structure. The relationship between organizational culture and organizational structure by type was verified using the items of human resources, we verified the relationship between the elements of the human resource in the service economy era that were derived and verified in recent research. As a result, there were some significant differences in the image of human resources, we verified the relationship between the elements of the human resource by organizational culture and type of organization, but when the two factors were combined and interpreted, it was found that all of the human resources, we verified the relationship between the elements of the human resource in the service economy era were necessary. However, in order to overcome the limitation that the indicators of this study were limited, it is necessary to continue research through samples that consider various factors in the future and systematic classification by type of organization and industry by industry.

• Journal of Korean Society for Quality Management
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• v.41 no.4
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• pp.513-525
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• 2013

Purpose: The purpose of this paper are to propose a strategic map for hotel industry through analyzing the relationship between service resource, operational capabilities, and performance. Methods: A phone survey was conducted among Korean hotels, and 102 data sets were collected. Measurement items are assessed using both cognitive and objective scales. Results: As results, 'superior group', which is superior in both physical resources and human resources, is excellent in all capabilities and also in room occupancy rate. On the other hands, 'inferior group', which is inferior in both physical resources and human resources, shows lower achievements is in most areas except speed. In addition, physical superior group is better than human superior group in most capabilities except speed, but human superior group shows better results than physical superior group in both room occupancy rate and customer satisfaction. Conclusions: Through the empirical analysis, the conclusions attained are as follows; First, human resources affect customer satisfaction more directly that physical resources. Second, the balancing between physical resources and human resources has an importance to improve operational capabilities.

• 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.

• International Journal of Quality Innovation
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• v.8 no.3
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• pp.1-10
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• 2007

A sample of Italian manufacturing companies was selected in order to verify the abilities and effects (relationships) of the management factors human resources, leadership and strategic planning on company performance. The Partial Least Squares (PLS) estimation method was used for analyzing the data collected, where the relationships between the management factors and performance were formalized by a Structural Equation Model (SEM). The analysis of the survey data showed unexpected result regarding the non significant direct relationship between Leadership and Performance. The effect of Leadership is obtained by an indirect relationship through Human Resources. The combination of Leadership and Human Resources has hence been identified as the management factors which have the highest impact on the performance of Italian industrial companies. Another interesting and unexpected result was that there was no significant impact of Strategic Planning on Performance. It seems that the leaders of Italian industrial companies have not understood that good strategic planning is a necessary condition for achieving excellence. So another improvement area is in fact Strategic Planning. This area should have the highest priority of any top management team and the focus should include how to establish a strong relationship between strategic planning and performance. No correlation between strategic planning and performance is a strong indication that something is wrong. It is not enough that Leadership is doing Strategic Planning-Leadership is also about studying and follow up on results in order to assure impacts on performance. This link seems to be missing in Italian industrial companies.

• Journal of the Korea Safety Management & Science
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• v.12 no.3
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• pp.283-294
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• 2010

The present paper deals with an analysis of relationship among technical human resources management as a precursor, technology innovation activity and achievements of technical innovation on the basis of preceding empirical studies on technology innovation activities of manufacturing corporations. The analysis shows that First, the technical human resources management is found to have influence upon technology innovation activity in various ways, implying that the role of technical human resources management as a key to technical innovation is most important of all to enable manufacturing companies to gain edge in competition by means of technology innovation activity; and Second, technology innovation activity exercises impacts on the achievements of exploitative technology innovation as well as on the achievements of exploratory technology innovation on the part of manufacturing industry. The above findings prove that the level of technology innovation activity may be a source for superior competitiveness of manufacturing business as a result of technology innovation performance. Manufacturing corporations, thus, need to place more weight on stepping up their executive level of technology innovation activity factors than on increasing simply the level of technical investment.

• East Asian Journal of Business Economics (EAJBE)
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• v.2 no.3
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• pp.33-42
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• 2014

The main purpose of this study intends to study the theoretical interconnection between human response capability and customer relationship management advantage while considering the essential role of service application of information technology as direct, indirect (mediating), and interactive (moderating) influences in the theory. Based on the study sample, the new findings help comprehend the overall interconnected relationship which includes the direct and indirect (mediating) effects of information technology service capability and human response capability as well as their interaction (moderation) on customer relationship management advantage. The new insights interprets the two capabilities (human and information technology) are vital to business because they are the foundation set of service resources significantly to enhance customer relationship management advantage.