• Journal of Labour Economics
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• v.26 no.3
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• pp.49-75
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• 2003

This paper empirically examines multiskill formation as a critical mechanism of human capital accumulation within the firm. We investigate various factors that foster multiskill formation of the employees at the workplace. We also investigate whether and how multiskill formation of the employees, in tum, affect the labor productivity. Our empirical results are summarized as the following. First, skills of the employees are developed along the sequential path rather than the parallel path. They evolve from the simple-skill to the single-skill, and then to the multi-skill state. Second, multi skilling is stimulated by uncertainty factors of the environment and various human resource management practices such as mutual learning among workers, workers' participation in decision making, and job rotation. Third, the increase in the ratio of multiskilled workers in the firm has a positive impact on the growth of the firm's labor productivity. Our analyses show that the labor productivity growth increases by 0.019 with the increase in multi skilling ratio by 0.1. Fourth, uncertainty and human resource management practices had an indirect impact on labor productivity growth only through multiskilling. These results strongly indicate that multiskilling is a result of human capital accumulation fostered by various human resource management practices.

• Journal of the Korean Dietetic Association
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• v.6 no.2
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• pp.148-160
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• 2000

The purpose of this research was to analyze the tasks on foodservice ․ clinical nutrition service in hospital dietetic departments. A survey of 30 hospital food and nutrition service departments was undertaken and detailed informations were collected from each, including surveys of 176 dietitians and 30 foodservice managers. Statistical data analysis was completed using the SAS/win 6.11 package for descriptive analysis and t-test. The results of this study can be summarized as follows : Regarding dietitian's training period, 38.6% dietitians answered that they spent 1~2 years in mastering food service management. 28.4% dietitians replied that they needed 2~3 years in learning clinical nutrition management. It was shown that 48.9% dietitians were engaged in food service management, while 26.7% were engaged in clinical nutrition and 26.7% were engaged in both. The 13 elements of food service management showed low performance level. These elements were food temperature, food intake, menu selection, contaminated substances and serving mistake and reliance on hospital food. These should be controlled with caution. The average score of dietitian's life satisfaction within the work place was 3.42 out of 5. The most dissatisfactory element was physical environment of the workplace. 5 elements for improving nutrition service activities showed low performance level with high importance score. Problem analysis showed low difference score between importance and performance level. Hospitals under contract foodservice management received higher points on clinical nutrition performance(P<.05) than hospitals under self-operated foodservice management.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.9
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• pp.697-706
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• 2020

The relationship between education and work is of the greatest concern to individuals and society because they are the key drivers of growth and development. In the context of Industry 4.0, labor and educators are facing the challenges of big changes in the workplace. How to prepare undergraduate students for the world of employment has become the most important mission of higher education providers. This paper explored the competency gap in the labor market in Vietnam from the perspective of employees who have been dissatisfied with the current status. First, a qualitative method with the Delphi technique was applied to confirm this consensus in an employees' competency model. Then, the satisfaction level for each competency criterion was explored by applying the advance quantitative method, namely, best non-fuzzy performance approach. Lifelong learning was ranked first, followed by creativity and innovation, foreign languages, expertise and digitalization, adaptability, and finally, organizing and managing ability. Critical thinking and problem-solving were perceived to have the biggest gap. The order of competency satisfaction is useful in explaining the mismatch between education quality and labor market demand. The findings provide valuable guidelines for education managers who seek to bridge the competency gap and improve education quality.

• Journal of Digital Convergence
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• v.15 no.3
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• pp.147-155
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• 2017

The purpose of this study is to conducted on hotel workers. The results of this study are as follows. First, the relationship between self - efficacy and job performance of employees was analyzed. We distributed 300 questionnaires to domestic L hotel employees. A total of 250 questionnaires were retrieved and 233 copies were used for the final analysis, except for 17 unfair questionnaires. The results showed that hotel workers had a positive influence on self - efficacy. Self - efficacy played a role in the relationship between majors' learning and job performance. Based on the results of the research, we develop an industry-university linkage program. Practical majors will increase the workplace adaptability of employees. And the self - efficacy of the employees will be increased to affect the job performance. In the future, I hope that research on the self-efficacy of hotel employees and post-employment job performance will be carried out in the future.

• Journal of the Korea Safety Management & Science
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• v.19 no.1
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• pp.63-71
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• 2017

As the demand for automation (or autonmation) or clean workplace has grown, the interest in the knowledge and skill regarding safety is rising in manager duty. Moreover, the importance of severity rate of injury has increased due to the enlargement of industry scale, even safety management area has developed. Thus, it is important that production managers, the core of the line process, realize the safety in their production line, even if a safety manager acts as a staff. However, in the duty oriented National Competency Standard (NCS), the education about the safety duty of production management part is insufficient. According to NCS, it is calculated production managers receive only 6.7% of whole safety education regarding the duty related the safety management for production manager in mechanical industry. However, the ability in safety is more demanded from production managers as the concept of "production and safety" turns into the concept of "production with safety". And then in this paper, we will compare and analyze the safety management duty in Korean NCS and the safety management duty in State Leaders Connecting Learning to Work in US manufacturing industry, in terms of the duty of the production manage in mechanical industry (05). And, we will develop the safety duty education system for production manager, by classifying the safety education in domestic mechanical industry into knowledge education, skill education, and attitude education with using AHP(Analytic Hierarchy Process).

• Korean Journal of Labor Studies
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• v.23 no.1
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• pp.221-253
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• 2017

This study aims at analyzing the management strategy and performance of companies that have been pursuing Generational Diversity. The management strategies were examined in terms of production, organizational structure and skill development. Performance was then evaluated using Balanced Scorecard (BSC). We selected four Japanese companies that practice Generational Diversity between the younger(age less then 34) and older generation(age older then 65). Our findings suggest the following. The common management strategies of the four companies include 1) creating generation-diverse teams 2) ensuring flexible work arrangements and 3) providing skill training programs. These strategies have yield positive outcomes such as sales increase, cost reduction (financial perspective) and expansion of the market share (customer perspective). Non-financial performance includes improvement of product and service quality (internal business perspective) and skill improvement of both the young and the old workers (learning and growth perspective). This study provides practical implications to domestic companies for their successful management of generational diversity in workplace.

• Journal of Distribution Science
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• v.14 no.2
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• pp.65-72
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• 2016

Purpose - Recently on-the-job training (OJT) has become the most preferred training and development method with the emergence of the concept that workplace is the best place where learning take place. But many researchers argue that OJT is not helpful for the performance of organization because OJT is not systematic and mostly depend on quality of trainer. Since Jacobs & McGriffin introduced S-OJT (structured OJT), there has been plenty of researches. But most of the researches have focused mainly on employee's attitude and organizational performance caused by S-OJT and neglected a holistic approach of S-OJT as a system. S-OJT need to be analyzed comprehensively to understand training performance because S-OJT is operated as a system consist of input, process, and organizational context. Although S-OJT may create unintended consequences, there were few researches to explore them. Thus, the purpose of this study is to identify the critical success factors for S-OJT and to find unintended consequences of it. Research design, data and methodology - We conducted a case study on M business unit of A company which developed and has been implementing S-OJT program for years. We designed and prepared the process, collected and analyzed data for the study. We set the theoretical framework to analyze the case after reviewing theories and previous studies on S-OJT. We collected and analyzed internal reports and interview results of the employees of the M business unit. We tried to collect as many information as possible to secure the validity of the research results. Results - The critical success factors identified in the study are as follow. First, it is important to select and train proper trainers for S-OJT. Second, it is needed to develop structured training module. Third, organization have to use effective communication system like on-line community. Forth, trainer should have proper skills for training such as facilitating skill, coaching skill, and delivering skill etc. Fifth, proper learning place is needed. Sixth, organizational support is important especially, immediate supervisor support and concern is critical. Eleventh, it is needed to consider situational contexts. Among them, overload to the trainer will affect the effectiveness of S-OJT. In this study, we found an additional unintended consequence. "To teach is the best way to learn." Experience as a trainer give employee an opportunity to organize one's knowledge and skill and to attain facilitation skill, coaching skill, and relation skill. Thus, organization may use S-OJT to train the potential talent. Conclusions - Many organizations introduced S-OJT to train the newcomers because S-OJT drew attention as an important tool to develop employees. Following this trend, there has been increasing number of researches to find the results of S-OJT and identify the determinants of S-OJT success. However, most of the researches concentrated on finding effects of some factors neglecting holistic approach. This study tried to identify critical success factors affecting effectiveness of S-OJT by using case study and find additional unintended consequence. The results of the study will be useful for organizations which have a plan to adopt S-OJT.

• 대한공업교육학회지
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• v.34 no.1
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• pp.19-43
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• 2009

An ideology what a modern society seeks is lifelong employment through lifelong learning. The single word which draws the attainment is lifelong vocational competency development. This study is designed for exploring its possibility and limit of a redesign of it, and tries to propose efficiently a redesign idea of a vocational educational path. To this end, it was analyzed by a subject for a national human resource foundation plan and a lifelong bocational competency development foundation plan. In addition to that, it was covered a structure and content analysis of main laws and regulations which are a base of policy making. An educational path could be divided into an area of formal education system, an area of workplace for labors, and an area of lifelong vocational competency development. And the insights were drawn by pulling apart an operational situation of main organizations and a recurrent process of the educational path. The redesign plan of a vocational education path we did analyze to activate lifelong vocational competency development system is deduced as following. Firstly, it should be re-organized with a direction towards an effective manpower training to be linked with skills and demands required by an industry. Secondly, it should be generalized for a model of recurrence between work and learning and its alternation for lifelong vocational competency development. Thirdly, it should create a cluster in the region for lifelong vocational competency development so that it is to form an efficient network to have a division of labor and its liaison with cooperative relationship.

• Korean journal of communication and information
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• v.60
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• pp.125-149
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• 2012

This study explores the formational process of KBS PD's professional identity in the 1970's, focusing on everyday work and workplace for program production. In terms of salary and social-cultural status, a television PD was not a desirable occupation in the 70's. Since the beginning of radio broadcasting, production of culture and education programs had been sub-categorized under Programming Division. Also, it has been claimed in several researches that in the 70's, the production of education and cultural programs had visibly grown owing to the political necessity of policy PR and campaigns, and the introduction of new broadcasting equipment and technologies for producing the mentioned political campaign programs. However, this study argues that the main force that led to such developments was the cultural practices and the production spirits of the KBS PD's. These PD's trained themselves in production workplace from the bottom by assisting film directors and learning from cameramen about the film making and post-production process. Moreover, in the transitional phase from film to magnetic tape recorder, they established themselves as main subjectivities of production by developing Division of Culture and Education as a specialized and independent sector. The "program production spirit and DNA" that evolved from the experiences of working in poor production environment served as a force for developing professional and self identity. However, the culture and education PD's of the 70's were still tied down to the limited roles of simply providing technological and productional 'professionalism' within the hegemonic structure of the strong state. As with the members of any other social domain at the time, PD's had restricted roles to play and putting in effort and competing to create better programs was the only 'freedom' that was allowed. This study argues that under such condition, KBS PD's implemented two strategies to construct their own professional identities: one was to distinguish themselves from official broadcasters, and the other was to distinguish themselves from commercial broadcasters. Unfortunately, ethical practice as a professional became nothing more than an issue of personal morality and broadcasting's public responsibility was lost under the shadows of commercial broadcasting.

• Asia pacific journal of information systems
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• v.22 no.2
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• pp.39-69
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• 2012

With the advent of communication technologies including electronic collaborative tools and conferencing systems provided over the Internet, virtual collaboration is becoming increasingly common in organizations. Virtual collaboration refers to an environment in which the people working together are interdependent in their tasks, share responsibility for outcomes, are geographically dispersed, and rely on mediated rather than face-to face, communication to produce an outcome. Research suggests that new sets of individual skill, knowledge, and ability (SKAs) are required to perform effectively in today's virtualized workplace, which is labeled as individual virtual competence. It is also argued that use of online social networking sites may influence not only individuals' daily lives but also their capability to manage their work-related relationships in organizations, which in turn leads to better performance. The existing research regarding (1) the relationship between virtual competence and task performance and (2) the relationship between online networking and task performance has been conducted based on different theoretical perspectives so that little is known about how online social networking and virtual competence interplay to predict individuals' task performance. To fill this gap, this study raises the following research questions: (1) What is the individual virtual competence required for better adjustment to the virtual collaboration environment? (2) How does online networking via diverse social network service sites influence individuals' task performance in organizations? (3) How do the joint effects of individual virtual competence and online networking influence task performance? To address these research questions, we first draw on the prior literature and derive four dimensions of individual virtual competence that are related with an individual's self-concept, knowledge and ability. Computer self-efficacy is defined as the extent to which an individual beliefs in his or her ability to use computer technology broadly. Remotework self-efficacy is defined as the extent to which an individual beliefs in his or her ability to work and perform joint tasks with others in virtual settings. Virtual media skill is defined as the degree of confidence of individuals to function in their work role without face-to-face interactions. Virtual social skill is an individual's skill level in using technologies to communicate in virtual settings to their full potential. It should be noted that the concept of virtual social skill is different from the self-efficacy and captures an individual's cognition-based ability to build social relationships with others in virtual settings. Next, we discuss how online networking influences both individual virtual competence and task performance based on the social network theory and the social learning theory. We argue that online networking may enhance individuals' capability in expanding their social networks with low costs. We also argue that online networking may enable individuals to learn the necessary skills regarding how they use technological functions, communicate with others, and share information and make social relations using the technical functions provided by electronic media, consequently increasing individual virtual competence. To examine the relationships among online networking, virtual competence, and task performance, we developed research models (the mediation, interaction, and additive models, respectively) by integrating the social network theory and the social learning theory. Using data from 112 employees of a virtualized company, we tested the proposed research models. The results of analysis partly support the mediation model in that online social networking positively influences individuals' computer self-efficacy, virtual social skill, and virtual media skill, which are key predictors of individuals' task performance. Furthermore, the results of the analysis partly support the interaction model in that the level of remotework self-efficacy moderates the relationship between online social networking and task performance. The results paint a picture of people adjusting to virtual collaboration that constrains and enables their task performance. This study contributes to research and practice. First, we suggest a shift of research focus to the individual level when examining virtual phenomena and theorize that online social networking can enhance individual virtual competence in some aspects. Second, we replicate and advance the prior competence literature by linking each component of virtual competence and objective task performance. The results of this study provide useful insights into how human resource responsibilities assess employees' weakness and strength when they organize virtualized groups or projects. Furthermore, it provides managers with insights into the kinds of development or training programs that they can engage in with their employees to advance their ability to undertake virtual work.