• Journal of Labour Economics
• /
• v.38 no.2
• /
• pp.1-24
• /
• 2015

We estimate the natural rate of Unemployment in Korea, using job finding and separation rates. The estimation results suggest that both job finding and separation rates of Korea have increased after the 1997 Asian Financial Crisis. However, we don't find evidence of significant increase in the trend of the natural rate of unemployment. Overall our finding suggests that both job creation and destruction have increased.

• The Journal of the Korea Contents Association
• /
• v.19 no.2
• /
• pp.22-35
• /
• 2019

Utilizing fit theory in strategic human resource management, this study examines the impact of two HR practices on newcomer turnover rates. While there is a growing body of research identifying the linkage between high-performance work systems(HPWS) and improved organizational performance through higer employee commitment, little research addresses how specific mechanisms among the systems deliver different performances to organizations. Using management by objective(MBO) and job rotation in HPWS, we found a strong main effect of each practice-it decreases newcomer turnover rates. This main effect becomes stronger when one practice combined with another, showing synergy exists. Linking HPWS research to turnover, this study provides insightful evidence of interactions between MBO and job rotation for organizational performance.

• Korean Journal of Social Welfare
• /
• v.67 no.1
• /
• pp.189-213
• /
• 2015

This study attempts to examine the relationship between human resource management and turnover rate in social welfare organizations in Korea. For the analysis, this study utilizes '2012 Central Government Social Welfare Facilities Evaluation(CGSWFE)' data and employs multiple regression analysis for examining the research model and questions built on previous studies. The key findings of this study are as follows: first, the annual average turnover rate in social welfare centers in Korea is 16.7%; second, after controlling other organizational factors, average pay, substantial system of supervision, and competence of supervisors have significant relationships with turnover rate in a negative direction; and third, availability of employment alternatives which is one of control variables also has significant and very strong relationship with turnover rate. The findings indicate that suitable compensation and supervision system with high quality would be important factors to decrease turnover rate in social welfare organizations facing increased competitions. This study provides new knowledge foundation on the relationship between human resource management and turnover rate in social welfare organizations. In addition, it contributes to advancing new discussions about turnover by analyzing real turnover behavior at organizational level which is completely different from the previous research focusing on turnover intention at individual level.

• Proceedings of the Korean Institute of Navigation and Port Research Conference
• /
• 2022.11a
• /
• pp.123-125
• /
• 2022

외항상선 해기사 수급차질 현황을 진단하고 현 상황 지속 시 해기단절 상황을 추정한 후 해기전승을 위하여 향후 10년간 외항상선해기사 연평균 7,500명 유지, 1항·기사와 2항·기사 이직률 30% 감소, 선·기장과 3항·기사 이직률 10% 감소 및 승무경력단절 해기사 복귀 인원 연 80명의 목표를 제시한 후 이를 달성하기 위한 추진전략 및 추진과제를 제시하였다.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.16 no.1
• /
• pp.453-461
• /
• 2015

The aim of this study was to find out the relationship between hospital structural factors and nurses' turnover rate. Nurse turnover rate and the hospital's characteristics was using Statistics for Hospital Management Data of Korean Health Industry Development Institute. The data were reported 247 hospitals in 2008 all over the country. The turnover rate among nurses was 32.0% in Korea as of 2008; those factors actually affecting the rate included whether the hospital was managed publicly or privately, the hospital size, region, the average salary for nurses, and the number of nurses per 100 beds. While each hospital had the turnover rate correlated with the total number of beds (r=-.322), the average salary for nurses(r=-.186) and the number of nurses per 100 beds (r=-.390), variables explaining the turnover rate were whether the hospital was managed publicly or privately, the number of beds, and the number of nurses per 100 beds ($R^2=.257$). In conclusion, nurses working in a privately-managed hospital and hospitals which had a smaller number of beds and which had a smaller number of nurses per 100 beds showed a higher turnover rate. Further study is required to elucidate the factors of the nurses' turnover.

• 베이커리
• /
• no.6 s.347
• /
• pp.119-119
• /
• 1997

• KDI Journal of Economic Policy
• /
• v.3 no.3
• /
• pp.66-85
• /
• 1981

• Journal of the Korea Convergence Society
• /
• v.9 no.9
• /
• pp.431-440
• /
• 2018

In this study, authors predicted probability of resignation of newly employed nurses using TensorFlow, an open source software library for numerical computation and machine learning developed by Google, and suggested strategic human resources management plan. Data of 1,018 nurses who resigned between 2010 and 2017 in single university hospital were collected. After the order of data were randomly shuffled, 80% of total data were used for machine leaning and the remaining data were used for testing purpose. We utilized multiple neural network with one input layer, one output layer and 3 hidden layers. The machine-learning algorithm correctly predicted for 88.7% of resignation of nursing staff with in one year of employment and 79.8% of that within 3 years of employment. Most of resigned nurses were in their late 20s and 30s. Leading causes of resignation were marriage, childbirth, childcare and personal affairs. However, the most common cause of resignation of nursing staff with in one year of employment were maladaptation to the work and problems in interpersonal relationship.

• Proceedings of the Korea Society for Industrial Systems Conference
• /
• 2008.10b
• /
• pp.181-193
• /
• 2008

콜센터 상담원은 고객 최 접점에서 고객만족 향상에 중요한 역할을 하고 있어 그 가치와 중요성이 증대되고 있다. 하지만 대부분의 상담원들은 비정규직으로 동종 산업에 비해 임금 수준이 낮고 승진기회도 상대적으로 적어 직무 만족도가 낮고 이직률이 높은 편이다. 높은 이직률은 신규상당원 충원과 교육 등 고비용을 발생시킬 뿐만 아니라 고객만족을 저하시켜 궁극적으로 기업에 대한 부정적 이미지를 가져다 줄 수 있다. 따라서 콜센터 상담원들의 이직을 최소화하는 방안이 요구된다. 본 연구에서 는 광주지역 콜센터 상담원들을 대상으로 직무태도와 이직의도를 조사한 후 이직을 최소화 할 수 있는 몇 가지 시사점들을 도출하였다.

• Korean Journal of Labor Studies
• /
• v.23 no.2
• /
• pp.195-230
• /
• 2017

This study combined Youth Panel Data(2009~2014) to analyze youth employees' turnover determinants by business scale and wage effects and the results are as follows: First, the turnover rate of youth employees was analyzed and as a result, the average turnover rate in 2014 was 26.3% and was found to be small company 25.6%, medium-sized company 25.1%, large company 17.2% in terms of business scale (based on regular permanent position), showing that the larger the company size, the lower the turnover rate. Second, turnover reasons of youth employees were found to be dissatisfaction with working conditions 40.3%, job mismatch 39.2%, personal reasons 11.8% in order and turnover by job mismatch was higher in large companies (41.5%) than in small and medium enterprises (38.5%). Third, job satisfaction and job-major agreement depending on the status of turnover were analyzed and as a result, the lower the job satisfaction and job-major agreement, the higher the turnover rate in all areas. Fourth, scale turnover determinants by business scale were analyzed through panel regression analysis and as a result, variables significantly affecting turnover were analyzed to affect objective working conditions such as wage and employment type and job satisfaction and 'job-level of education skill level major'agreement variables to lower the turnover rate as well. Fifth, wage effects depending on the status of turnover were estimated and as a result, the wage level of youth employees who changed their job was lower than that of youth employees working in the same company by about 3.1% and this wage gap was further expanded over time. But, turnover of changing employment type(temporary position${\rightarrow}$regular permanent position) and company size (small and medium enterprise${\rightarrow}$large company) was not the case. Therefore, in order to reduce the turnover rate of youth employees, it is necessary to increase overall job satisfaction and job-major agreement with objective working conditions and working in the same company for a long period of time rather than changing jobs frequently can be said to be rational choice in terms of youth employees.