• 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.

• KDI Journal of Economic Policy
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• v.16 no.1
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• pp.149-174
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• 1994

기본급(基本給) 비중(比重)을 높여 임금체계(賃金體系)를 단순화(單純化)시켜야 한다는 의견이 많이 제시되고 있으나, 수당(手當) 및 보너스 등이 기본급(基本給)과는 다른 고유한 기능을 갖고 있고 합리적(合理的)인 존재이유가 있는지에 대환 분석(分析)이 선행되어야 할 것이다. 이러한 관점(觀點)에서 본(本) 연구(硏究)는 임금항목별(賃金項目別)로 임금유연성(賃金柔軟性)을 비교해 보았다. 임금유연성(賃金柔軟性)은 고용안정성(雇傭安定性)을 제고하여, 대량실업(大量失業)을 방지하고 장기근속(長期勤續)에 바탕을 둔 '기업특수적(企業特殊的) 숙련(熟練)의 다능공(多能工)' 양성을 가능하게 한다. 실증분석(實證分析) 결과(結果), 보너스는 정액급여(定額給與)보다 경기변동(景氣變動)에 더 유연하게 변화하는 임금항목임을 알 수 있었다. 그러므로 보너스를 기본급화(基本給化)하는 방식은 바람직하지 않다. 도리어 87년 이후 보너스의 임금유연성(賃金柔軟性)이 점차 약화되는 경향을 보이므로, 현행 보너스 결정방식(決定方式)의 개편을 통해 이윤분배제(利潤分配制) 성격을 강화하는 방향으로 임금체계(賃金體系) 개선(改善)이 있어야 할 것이다.

• 한국벤처창업학회:학술대회논문집
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• 2023.04a
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• pp.163-166
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• 2023

벤처캐피탈은 유망한 기술력과 우수인력을 갖춘 창업초기단계부터 성장단계의 유망 중소벤처기업에 필요한 자본을 투자하고 경영 및 기술 등을 지원하여 성장 이후 다양한 수단을 통해 투자금을 회수하여 이익을 실현하는 벤처생태계의 핵심주체로서의 역할을 하고 있다. 벤처캐피탈의 업무는 다양한 출자자(LP)를 모집하여 벤처투자조합(펀드)를 결성을 통해 성장성이 있는 중소벤처기업에 투자하고 기업의 성장함에 따라 투자금을 회수하여 출자자들에게 배분과 재투자를 하는 것이다. 벤처투자에 있어 가장 중요한 역할을 담당하고 있는 벤처캐피탈리스트의 업무는 기업발굴, 기업분석 및 평가, 투자심사, 사후관리, 투자회수 등이며 임원급 이상의 경우 펀드레이징(펀드결성)이 중요한 업무이며 투자와 회수 및 펀드결성 등의 업무성과로 연봉, 성과급, 승진 등 보상이 이루어지고 있다. 최근 급격히 성장하는 벤처투자시장에 비해 투자인력은 부족하며 이에 투자성과 제고를 위해 인력양성과 장기근속을 위한 인프라와 시스템을 갖추기 위해 벤처캐피탈은 많은 노력을 하고 있으나 다른 산업에 비해 벤처캐피탈 산업의 연구자체가 부족할 뿐만 아니라 주로 투자수익률 등 계량적인 관점에서 연구가 이루어졌다. 이에 본 연구는 벤처캐피탈리스트가 소속된 벤처캐피탈의 조직특성 중 권한위임, 직무적합성, 조직신뢰 등이 성과급 등 업무성과에 영향을 미치는 요인을 연구하고 벤처캐피탈의 유형에 따른 조절효과를 중심으로 실증적인 분석하고자 한다.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.12
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• pp.200-211
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• 2019

This study analyzed the factors related to the job satisfaction and turnover rate of students in the skin care contract department, and suggested ways to enhance long-term employee retention. Frequency analysis and multiple regression analysis were performed using the SPSS statistical program and based on the survey data of 260 skin care contract students. The main results were as follows. First, contract students had high job satisfaction because of sufficient in-service training during the internship and also received the authority to perform the job duties of their positions. Second, the regular technical education for the job of contract students gave them confidence in job performance and job confidence, which led to long-term employee retention. Third, contractual students' turnover was reduced by applying compensation such as incentives, awards, and promotion opportunities in accordance with their work performance. Therefore, the results of the study suggest that compensation based on job performance, and the confidence in job performance of skin care contract students, can lead to increased job satisfaction, a reduced turnover rate and better long-term employee retention.

• Journal of Labour Economics
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• v.29 no.2
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• pp.145-169
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• 2006

This study analyze the effect on wage, labor mobility by using Craft II Class certification out of National skill certification. In this article, we used the parametric and nonparametric method. In the former we used IV that the fraction of certification by occupation by firm scale to solve the selection problem. In the latter, it's used matching method and kernel regression. The paper shows that certification effect on wage has about 5.1~9.9%. The result of analysis between certification and labor mobility indicates better certification effects on long term tenure to the same firm than certification effects on wage from labor mobility. Also, we knew that the employee which have no certification relative is difficult to be established in the same workplace.

• KDI Journal of Economic Policy
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• v.32 no.1
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• pp.131-169
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• 2010

I develop a matching model in which risk-averse workers face borrowing constraints and make a labor force participation decision as well as a job search decision. A sharp distinction between unemployment and out of the labor force is made: those who look for work for a certain period but find no job are classified as the unemployed and those who do not look for work are classified as those out of the labor force. In the model, the job search decision consists of two steps. First, each individual who is not working obtains information about employment opportunities. Second, each individual who decides to search has to take costly actions to find a job. Since individuals differ with respect to asset holdings, they have different reservation job-finding probabilities at which an individual is indifferent between searching and not searching. Individuals, who have large asset holdings and thereby are less likely to participate in the labor market, have high reservation job-finding probability, and they are less likely to search if they have less quality of information. In other words, if individuals with large asset holdings search for job, they must have very high quality of information and face very high actual job-finding probability. On the other hand, individuals with small asset holdings have low reservation job-finding probability and they are likely to search for less quality of information. They face very low actual job-finding probability and seem to remain unemployed for a long time. Therefore, differences in the quality of information explain heterogeneous job search decisions among individuals as well as higher job finding probability for those who reenter the labor market than for those who remain in the labor force. The effect of the extended maximum duration of unemployment insurance benefits on the aggregate labor market and the labor market flows is investigated. The benchmark benefit duration is set to three months. As maximum benefit duration is extended up to six months, the employment-population ratio decreases while the unemployment rate increases because individuals who are eligible for benefits have strong incentives to remain unemployed and decide to search even if they obtain less quality of information, which leads to low job-finding probability and then high unemployment rate. Then, the vacancy-unemployment ratio decreases and, in turn, the job-finding probability for both the unemployed and those out of the labor force decrease. Finally, the outflow from nonparticipation decreases with benefit duration because the equilibrium job-finding probability decreases. As the job-finding probability decreases, those who are out of the labor force are less likely to search for the same quality of information. I also consider the matching model with two states of employment and unemployment. Compared to the results of the two-state model, the simulated effects of changes in benefit duration on the aggregate labor market and the labor market flows are quite large and significant.

• Industry Promotion Research
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• v.1 no.2
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• pp.27-32
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• 2016

This study analyzed the effect of small maufacturing businesses' company culture on organizational performance. The study results showed that personal culture(one's organizational commitment) positively affected job satisfaction and improving creativity. Organizational culture(harmony of organization) and environmental culture(importance of environmental factors) didn't significantly affected organizational perfirmance. Also, organizational commitment was varied by employee's position, harmony of organization was varied by age, education and continuous service year, job satisfaction and creativity was varied by education. This study provided implications for analyzing the importance of personal organizational environmental factors and dicovering individual diffrences of the employees.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.4
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• pp.37-50
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• 2023

Venture capital invests the necessary capital and supports management and technology in promising small and medium-sized venture companies in the early stages of start-up with promising technology and excellent manpower. It plays a role as a key player in the venture ecosystem that realizes profits by collecting the investment through various means after growth. Venture capital's job is to recruit various investors(LPs) to invest in small and medium-sized venture companies with growth potential through the formation of venture investment funds, and to collect investment as companies grow, distribute and reinvest. The main tasks of venture capitalists, which play the most important role in venture investment, are finding promising companies, corporate analysis and evaluation, investment screening, follow-up management, and investment recovery. Venture capital's success indicators are fund formation and return on investment, and venture capitalists are rewarded with annual salary, performance-based incentive, and promotion with work performance such as investment, exit, and fund formation. Compared to the recent rapidly growing venture investment market, investment manpower is insufficient, and venture capital is making great efforts to foster manpower and establish infrastructure and systems for long-term service, but research has been conducted mainly from a quantitative perspective. Accordingly, this study aims to empirically analyzed the impact of investment experience, delegation of authority, job fit, and peer relationships on fund formation and return on investment according to the characteristics of the venture capital industry. The results of these empirical studies suggested that future venture capital needs a job environment and manpower operation strategy so that venture capitalists with high job fit and investment experience can work for a long time.

• Korean journal of food and cookery science
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• v.17 no.1
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• pp.13-22
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• 2001

This study was to investigate the reason of family restaurant cook part employee's turnover. One hundred and forty seven family restaurant employees in Seoul area were surveyed to obtain the information from Oct. 1 to 10 in 2000. There were sixty males and eighty seven females. The group of twenty years old to twenty nine years old(95,2%) was the largest one by age, and the group of junior college graduated(71.4%) was the largest one by learning. On order, manager was 4.1%, captain was 13.6%, and employee was 82.3%. Except 15.6% employee, almost family restaurant cook part employees' service of duty was under 2 years. The highest scored turnover factor was work system(3.59), and then human relation(3.18), another way(3.11), unbelievable management(3.04). The rest factors effected on turnover not too much. The mean of female's turnover factor score(3.06) is higher then male(3.00), the group of over fifty years 0Id(3.32) had the highest mean score in aged group, on learning, the group of Master degree's mean score(4.24) is highest. The manager's mean score(3.23) was highest in order, and the employees who's service duty was over five years(3.35) had the highest mean score in service duty group.

• The Journal of the Convergence on Culture Technology
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• v.9 no.5
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• pp.415-419
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• 2023

The New Zealand Defence Force (NZDF) began using female manpower from World War II. After making various efforts to secure excellent manpower, the proportion of female manpower has risen to 24%, higher than that of Britain, the United States, Canada and Australia, which have a longer history of female military personnel than New Zealand. This is the result of NZDF efforts to open combat roles to women and allow female personnel to advance to high-ranking military positions such as generals and consular officers. In addition, policy alternatives to address women's realistic concerns such as pregnancy and childbirth, childcare, and vertical organizational culture were presented. In particular, Operation "Respect" was implemented to overcome the problem of not leaving or joining the army due to inappropriate sexual behavior and bullying. The operation respect established the role of the leader, emphasized the support of the victim, and accumulated data of the accident to prevent similar accidents. In addition, through the "Wāhine Toa" program, excellent female manpower could be introduced into the military through customized support considering the military life cycle (attract-recruit-retain-advance) of female personnel. South Korea is also considering expanding the ratio and role of female manpower as one of the ways to overcome the shortage of troops and leap into an advanced science and technology group. Implications were derived from the use of female manpower in the NZDF and the direction in which the Korean military should proceed was considered.