• Journal of Convergence for Information Technology
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• v.11 no.11
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• pp.95-114
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• 2021

This study is to study the effect of corporate performance compensation system on organizational effectiveness and motivation, and the effect of organizational effectiveness and motivation on corporate performance, targeting employees of automobile maintenance service companies. 430 questionnaires obtained through the survey were used for the study. As a result of testing the research hypothesis, tangible reward had a significant positive (+) effect on job satisfaction, but intangible reward had a positive (+) effect on job satisfaction, but it was not significant. Also, tangible and intangible rewards have a significant positive (+) effect on organizational commitment and motivation. Job satisfaction has a significant positive (+) effect on productivity and service quality. However, organizational commitment had a significant positive (+) effect on productivity, but had a positive (+) effect on service quality, but was not significant. Lastly, motivation has a significant positive (+) effect on productivity and service quality. Through the research results, the relationship structure between the performance compensation system, organizational effectiveness and motivation, and corporate performance was identified, and the application of the performance compensation system to employees in the automobile industry was presented.

• Industry Promotion Research
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• v.1 no.1
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• pp.159-166
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• 2016

The purpose of this study is to present and identify the relationship for the effects of performance-based human resource practices on the organizational effectiveness with focusing on small and medium-sized enterprises around Shandong province of China. The performance-based human resource practice factors include selective employment system, education training system, evaluation system, compensation system and the career promotion ladder opportunity system. As a result, among ten hypotheses, six hypotheses turned out to be the meaningful approaches. In addition there exist some human factors that interfere with the fairness of the evaluation due to the regional and personal factors, assessment system difference among firms. Finally the compensation system and organizational investment for increasing or decreasing will critically affect the enthusiasm of the staff members of firms, and the less invested for thema, the greater the likelihood of their turnovers.

• 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.

• KDI Journal of Economic Policy
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• v.13 no.3
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• pp.75-88
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• 1991

성과급제도(成果給制度)란 개인(個人) 혹은 집단(集團)의 경제적(經濟的) 성과지표(成果指標)를 임금보상(賃金報償)의 추가적인 근거로 사용하는 제도(制度)를 말한다. 본고(本稿)에서는 성과급제도(成果給制度)의 한 종류인 이윤공유제도(利潤共有制度)의 경제적(經濟的) 의미(意味)를 검토하였다. 이윤공유제도(利潤共有制度)는 기업입장(企業立場)에서 보면 이윤(利潤)에 대해 일정률의 조세(租稅)를 납부한 후, 근로자(勤勞者)를 고용(雇傭)할 때마다 일정액의 보조금(補助金)을 받는 제도이다. 한편 근로자(勤勞者)의 입장에서 보면 최초에 고정급(固定給)을 낮게 유지해서 얻은 경영성과(經營成果)의 일부를 다른 근로자(勤勞者)들과 골고루 나누어 가지는 제도이다. 이런 본질적인 특성은 경제(經濟)에 긍정적인 효과와 부정적인 효과를 동시에 미친다. 우선 긍정적인 측면으로는 기업입장에서 노동(勞動)의 한계효용(限界效用)이 상대적으로 저렴해지므로 경제(經濟)의 물가수준(物價水準)은 하락하고 생산량(生産量)은 증가하게 된다. 그러나 이에 따르는 문제점도 과소평가할 수만은 없다. 우선 저렴한 한계노동비용(限界勞動費用) 때문에 이윤공유경제(利潤共有經濟)에서는 본질적으로 초과고용경향(超過雇傭傾向)이 내재하여 있으며, 또한 어느 한 개인의 노력에 의한 성과(成果)의 향상(向上)이 모두에게 분배되어 희석되므로 원래 의도되었던 동기유발효과(動機誘發效果)가 위축될 가능성이 있다. 또한 임금소득(賃金所得)이 변동(變動)하므로 위험기피적(危險忌避的)인 근로자(勤勞者)의 효용(效用)이 위협을 받게 된다. 이런 여러 문제점을 극복하고 성과급(成果給)의 원래 긍정적인 측면을 실현시키기 위해서는 근로자(勤勞者)의 경영참가(經營參加)가 보장되고, 이윤공유제(利潤共有制)의 채택에 대해 세제상(稅制上)의 유인(誘引)이 뒷받침되어야 하며, 정부(政府)의 경제안정화정책(經濟安定化政策)이 더욱 주의깊게 추구되어야 한다.

• The Journal of the Korea Contents Association
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• v.14 no.1
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• pp.374-385
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• 2014

The purpose of this study is to examine the effects of implementing internal marketing on the internal satisfaction and on the cognitive organization performance in the K-water by using the logistic regression analysis. The results of test are as follows. First, three internal marketing factors such as reward system, education and training, and internal communication have a significant influence on employee's job satisfaction of the K-water. Second, two internal marketing factors such as education and training, and internal communication have a significant influence on organization performance of the K-water. In conclusion, internal marketing enhances job satisfaction and organization performance, and satisfied employees provide good customer service, thus resulting in enhanced customer satisfaction and improved organization performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.2
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• pp.356-373
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• 2017

The purpose of this study is to empirically analyze whether performance-oriented remuneration systems in public thermal power generation companies substantially induces organizational commitment of employees, and contributes to organizational performance. According to the study, adequacy of salary and individual work evaluation have significant effects on organizational commitment, whereas external and internal evaluations for pay-for-performance remuneration systems do not have a significant effect. Annual salary for performance and pay-for-performance systems have a significant influence on organizational performance. In addition, because annual salary and individual work evaluation of the performance-oriented remuneration system have significant effects on both the indirect effect, through organizational commitment, as well as the direct effect on organizational performance, there exists a partially mediated effect on organizational commitment. Conversely, because external and internal evaluations do not significantly affect organizational commitment, there is no means of verifying the mediating effect. Studies suggest that a fair annual salary system for performance employed in conjunction with a pay-for-performance system will provide positive impacts on organizational performance and employee loyalty.

• Korean Journal of Construction Engineering and Management
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• v.5 no.6 s.22
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• pp.245-254
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• 2004

Pre-compensation and post-construction policy'(PCPC) is a part of $\ulcorner$public project performance improvement policies (PPPIP)$\lrcorner$ whose purpose is to reduce the construction project cost by $20\%$. This research focuses on measuring the quantitative and qualitative impacts of PCPC public construction project. The evaluation of PCPC was conducted using five performance indices which are measuring performance improvement in terms of project cost and schedule. The analysis results show that implementation of this policy reduced $4.8\%$ of public construction project budget while playing a positive role in shortening the project schedule.

• Journal of the Korean Society for Library and Information Science
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• v.49 no.4
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• pp.265-288
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• 2015

This study analyzed the contracts for library remuneration, amount of the remuneration, average amount of the remuneration in relation to kinds of libraries, distribution of the remuneration, and types and publication year of the works to be collected remuneration based on the data during 2004~2014 from the KORRA. As results, current library remuneration system has limitations for libraries to digitize and transmit to the public their collections, Also, there are some limitations to the protection for copyright holders because the amount of the remuneration collected from libraries has declined and non distribution remuneration has been so high. This study suggested that the library remuneration system needs to be revised considering the scope of library materials to be digitized and predicted frequency of use. Also, the better practical solution to protect copyright holders is not a raise of the library remuneration but the efficient use of the non distribution remuneration.

• Journal of Digital Convergence
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• v.20 no.1
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• pp.119-127
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• 2022

In order to analyze the effect of strengthening the disclosure of remuneration for high-paid workers among the measures to improve the governance structure of financial companies by the Financial Services Commission in 2018, this study demonstrated the compensation system, management performance, and improvement of governance for Korean financial companies from 2015 to 2020. Analysis was performed. As a result of the empirical analysis, it was found that financial companies after 2018 decreased the employee compensation disparity and the majority shareholding ratio, while the stock performance and foreign ownership ratio increased. This study has the greatest contribution in that it is the first domestic study to verify the effect of applying the so-called Say on Pay, which discloses management's remuneration and allows shareholders to check its appropriateness through voting.

• Management & Information Systems Review
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• v.29 no.4
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• pp.333-357
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• 2010

Purposes of this paper are to investigate whether managers' compensation is sticky as accounting performance(ROA) vary or not and explore further what factors influence the managers' compensation stickiness. To empirically study the stickiness of managers' compensation, we used the financial data from manufacturing firms lised in the Korea Stock Exchange(1,000 firm-year data for 4 years). The results are as follows : First, managers' compensation is sticky with respect to change in accounting performance. That is, the increase in managers' compensation as accounting performance increases is greater than the decrease in managers' compensation in respect to equivalent decrease in accounting performance. Second, the degree of managers' compensation stickiness increases when managers have influence and contribution to firm value. Specifically, the degree of stickiness is positively associated with investment opportunity set, intangible assets' value, uncertainty of firms' operating environment, complexity of organizational hierarchy. But firms' size reversely impacts on the degree of managers' compensation stickiness.