• 프린팅코리아
• /
• v.12 no.3
• /
• pp.125-127
• /
• 2013

일본생산성본부가 6년째 전업종을 대상으로 실시하고 있는 '2012년 신입사원의 의식조사'에서 인쇄업종에 해당하는 결과에 따르면 인쇄업을 평생의 직업으로 삼고 싶다는 응답률은 60.1%에 달했다. 근래 10여년간의 최대치인데, 이는 불경기가 지속되는 가운데 젊은이들의 안정지향성이 높아졌기 때문으로 풀이된다. 그러나 대학을 졸업한 신입사원들이 입사 3년 이내에 퇴사하는 이직률 또한 30%에 달하는 것으로 조사됐다. 이 결과는 종신고용을 바라는 3명 가운데 1명이 수년내에 이직하는 것인데, 이는 신입사원들이 갖고 있는 '인쇄'라는 업무의 이미지와도 관계가 큰 것으로 보인다.

• 대학교육
• /
• s.148
• /
• pp.81-86
• /
• 2007

대학에서 기업이 필요로 하는 역량을 충분히 향상시킬 수 있는 교육을 실시하며 가시적인 성과를 보인다면, 기업도 대학교육을 위해 훨씬 더 적극적인 지원 방안을 모색하게 될 것이다. 그러기 위해서는 기업과 대학이 더 자주 만나야 한다. 신입사원들에게 요구하는 대인관계와 협동정신을 대학과 기업이 서로를 향해 발휘한다면, 대학과 기업, 그리고 대학을 졸업한 신입사원 모두가 Win-Win하는 결과를 가져올 수 있을 것이다

• The Journal of the Convergence on Culture Technology
• /
• v.6 no.3
• /
• pp.117-124
• /
• 2020

The purpose of this study was to discover the effects that mentoring functions have on a new employee's job satisfaction and turnover intention. The subjects of this study were new employees with less than five years of experience from K company. A regression analysis was performed on the collected data to examine the relationship between different variables. The study showed that out of the three mentoring functions consisting of career development, psycho-social, and role model, only the career development function had any significant effect. When the career development function of mentoring increased, the new employee's job satisfaction also increased while the turnover intention decreased. This data provides a basis for new employee training in the rapidly changing business sectors.

• Korean Journal of Culture and Social Issue
• /
• v.24 no.4
• /
• pp.519-539
• /
• 2018

This study investigates the impact of organizational socialization tactics on newcomers' organizational citizenship behaviors. We explains this relationship with the concept of perceived organizational support, which refers to the extent to which individuals perceive that the organization recognizes their contributions and takes care of their well-being. We expect that the more institutionalized the organization's socialization tactics are, the more organizational support individuals perceive, consequently increasing the performance of organizational citizenship behaviors. We performed a survey targeting 450 newcomers in domestic companies, and adopted 382 data for path analyses based on the structural equation modeling. As the result, in all the three dimensions of socialization tactics (content, context, social), the extent to which socialization tactics are institutionalized is positively related to the perception of organizational support. It also has the positive relationship with individuals' organizational citizenship behaviors, being fully mediated by the perceived organizational support. More specifically, context socialization tactics shows the highest level of impact both on the perceived organizational support and organizational citizenship behaviors, whereas social tactics has the lowest level of impact. These results imply that the range of effects the organizational socialization has on the newcomers' attitudes and behaviors should be more extended and detailed.

• Product Safety
• /
• s.201
• /
• pp.80-85
• /
• 2010

최근 멘토링제도(Mentoring Program)가 신입사원 교육의 일환으로 기업들 사이에 확산되고 있는 추세이다. '후견인, 벗바리, 빅브라더, 가디언' 등이 그 대표적인 예라 하겠다. 이러한 멘토링 제도의 확산은 선배 사원의 회사 생활에 대한 적절한 조언과 업무 스킬 및 지식교육이 신입사원들의 회사 및 업무에 대한 신속한 적응에 유용하다는 인식에 기반하고 있다고 볼 수 있다. 한 예로, 작년 인터넷 채용 정보 업체의 잡링크가 160여 개 기업을 조사한 바에 따르며, 47.5%는 멘토링제도를 활용하고 있다고 응답하였으며, 42.5%는 적극 검토중이거나 도입할 예정이라고 한다. 그러나 멘토링은 신입사원에게만 국한되어 활용되는 것이 아니다. 기업이 직면하고 있는 상황에 맞게 다양한 목적으로 여러 구성원들에게 활용될 수 있다. 멘토링제도의 개념과 목적, 그리고 실행상의 핵심 포인트에 대해 살펴보자.

• JOURNAL OF ELECTRICAL WORLD
• /
• s.456
• /
• pp.26-32
• /
• 2014

청말띠 해를 맞아 힘차게 첫걸음을 내디뎠던 2014년도 어느덧 막바지로 접어들었다. 2014년은 전력산업계에 있어 어떤 해였을까. 소위 직장 생활을 오래한 고참 직원들의 경우에는 업무에 대한 능숙함과 여유가 묻어난다. 하지만 반대로 신입사원들은 낯선 환경에 적응하느라 좌충우돌하기 마련이다. 아마도 2014년은 그런 신입사원의 모습이 아니었을까. 익숙해질만 하면 환경이 급변하며 낯선 분위기를 자아냈다. 다사다난했던 2014년을 되돌아본다.

• Journal of the Korean Institute of Landscape Architecture
• /
• v.43 no.2
• /
• pp.73-86
• /
• 2015

This study aimed to identify influencing factors such as job environment, job characteristics, and job competency as they are related to newcomer turnover intentions in the construction of landscape architecture, Korea. The results based on statistical analyses are follows as: The turnover experience of newcomers in the field of landscape architecture construction was 54.5%, about 1.6 times higher than in other fields. The influencing factors among newcomer turnover intentions in the construction of landscape architecture were workload(p<0.01), job suitability, and personal relations(p<0.01), while in job autonomy, work conditions, job competency, job identity, job variety, and job compensation were not statistically significant. This study found that key important factors of dependent variables that conceptually explain the influence of turnover intentions among newcomers differed between the construction of landscape architecture and other fields. The most important factors in turnover intention were workload>personal relationship>job suitability among independent factors. This study implied that efforts for improvement are needed in areas of workload, personal relations, and job suitability to mitigate newcomer turnover intentions so as to establish common and personal goals in the field of landscape architecture construction because turnover intention could lead losses in human resources, time, economy, and psychological health. In conclusion, this study suggested the importance of efforts for human resource management to reduce turnover intentions among newcomers in the field of landscape architecture construction.

• Korean Journal of Construction Engineering and Management
• /
• v.13 no.2
• /
• pp.137-146
• /
• 2012

Recently, due to construction of the recession quantity of unsold houses is increasing and construction company is experiencing financial difficulties. As a result, construction is being ousted, or workout. Accordingly, construction may be devising a method for oneself like salary cuts, layoffs as part of the rationalization of management. But in this way may be increasing employees's perception about job insecurity and payment unsatisfaction. This has the potential to do employees turnover. Turnover has be known that it brings both positive and negative results to the organization. But if new employees leaves early, the positive aspect of the organization will be less likely. In order to solve these problems, new employees turnover intention will be necessary for the thorough management. The purpose of this study is to identity how the perception of job insecurity, payment satisfaction, organizational commitment, excessive workload, competitiveness for employment and job suitability affect new employees turnover intention. As the degrees of impacts of variables affecting turnover intention of new employees might be different between small to medium and large construction companies, this research also compares the differences between these two groups and suggest measures for reducing turnover intention.

• The Korean Journal of Applied Statistics
• /
• v.21 no.3
• /
• pp.469-484
• /
• 2008

This study was intended to examine various work and environmental variables explaining newcomers' turnover intentions. Data were collected from 901 newcomers using online survey. Results of multiple regression analyses showed that individual-job fit, reward dissatisfaction, fringe benefit dissatisfaction, vision in organization, participation in decision making, realistic job preview, leader dissatisfaction, co-worker relationship and work environment explained significant variances of turnover intentions. Data were classified into full-time and part time employees based on employment type and into a large and a small-medium company based on company size. There were small differences in significant variables explaining turnover intentions based on company size as well as employment type. Finally implications and future research were discussed.

• Product Safety
• /
• s.200
• /
• pp.80-85
• /
• 2010

최근 멘토링제도(Mentoring Program)가 신입사원 교육의 일환으로 기업들 사이에 확산되고 있는 추세이다. '후견인, 벗바리, 빅브라더, 가디언' 등이 그 대표적인 예라 하겠다. 이러한 멘토링 제도의 확산은 선배 사원의 회사 생활에 대한 적절한 조언과 업무 스킬 및 자식교육이 신입사원들의 회사 및 업무에 대한 신속한 적응에 유용하다는 인식에 기반하고 있다고 볼 수 있다. 한 예로, 작년 인터넷 채용 정보 업체의 잡링크가 160여 개 기업을 조사한 바에 따르며, 47.5%는 멘토링제도를 활용하고 있다고 응답하였으며, 42.5%는 적극 검토중이거나 도입할 예정이라고 한다. 그러나 멘토링은 신입사원에게만 국한되어 활용되는 것이 아니다. 기업이 직면하고 있는 상황에 맞게 다양한 목적으로 여러 구성원들에게 활용될 수 있다. 멘토링제도의 개념과 목적, 그리고 실행상의 핵심 포인트에 대해 살펴보자.