• Proceedings of the Korean Operations and Management Science Society Conference
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• 1999.04a
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• pp.400-401
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• 1999

• Journal of Internet of Things and Convergence
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• v.7 no.3
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• pp.39-46
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• 2021

This study aims to empirically analyze the effect of CRM on the management performance of senior club market type senior job business. The purpose of this study was to provide basic data for the economic income creation of senior club market type senior job project. The results of this study are as follows: First, as a result of verifying the difference in management performance according to sociodemographic characteristics, there was a difference in age, academic background, and monthly average income. Second, the contact service and communication of senior club market type senior job business had a positive effect on the management performance. Based on the results of this study, the following suggestions are made. First, the database(DB) should be constructed reflecting the personal characteristics of consumers and the big data and artificial intelligence analysis should be utilized. Second, education using Internet environment such as YouTube and ZOOM should be strengthened and communication management should be strengthened based on information collected through customer monitoring.

• The Journal of the Korea Contents Association
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• v.16 no.5
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• pp.229-241
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• 2016

This research has its purpose to seek, among the CEOs of social enterprises, the influence of job stress on business performance, social support inbetween them, and adjusting role of government-supported policies. CEO of social enterprise, which is established to realize its social purposes, receives the job stress due to business ethics, profitability, identity crisis, management challenges and etc. We would like to set the foundation for the enterprises to constantly conduct social purposes within the local society by raising the business performances of social enterprises through seeking the measures to resolve such job stresses of the CEOs by expressing them. This research applied the ISR Job Stress Model theroy as its main ground of theoretical background. We would like to analyze the inter-significance by setting the job stress causes and job stress influences as independent variables, business achievements as a dependent variable, and social support, government-supported policies as moderating variables. For the methods of the research, we collected, using structuralized questionnaire, from 223 social enterprise CEOs located within Korea. Data analysis used IBM SPSS Statristics 20.0 programme, and through general characteristic of sample, confidence testing, factorial analysis, correlation analysis and research hypothesis testing, drew the following results. First, job stress factor and influence were analyzed to have negative impacts on business performance. Second, social support was found to lower job stress factor and influence, and raise business performance. Third, government-supported policy was analyzed to lower job stress factor and influence, and raise business performance.

• Journal of Hydrogen and New Energy
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• v.16 no.2
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• pp.170-179
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• 2005

Electrolyte loss is considered as one of the major obstacles limiting the life time of molten carbonate fuel cells (MCFCs). Unit cells with an effective area of 100 $cm^2$ were prepared and were operated to determine the optimum matrix thickness which contains the maximum amount of electrolyte without serious preformance loss caused by high resistance. Matrices with different thickness, 1.45, 1.8, and 2.3 mm, were used in unit cells and those cells were operared about 5000, 10000, and 4000 hrs. The unit cell used 1.8 mm thick matrix showed 0.85 V (at 150 mA/$cm^2$) as the intial performance and this cell voltage is not lower than the cell voltage obtained in the cell with 1 mm thick matrix. This cell was operated for 10000 hrs. The cell used 1.45 mm thick matrices showed 16.6 % in the electrolyte loss after 5000 hr operation. In the case of the cell with 2.3 mm thick matrix, the initial cell voltage was below 0.80 V (at 150 mA/$cm^2$). For thermal cycle test, the gas crossover amount of unit cell used 1.8 mm thick matrix was much less than that of the cell with 1.0 mm thick matrix.

• 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.