• Journal of Industrial Convergence
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• v.20 no.7
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• pp.31-36
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• 2022

There is a growing perception that HR management that streamlines corporate resources is necessary to retain competitive advantage. In this study, data-based HR management is focused on the perception of HR job experts and data-based HR management execution and utilization prospects at corporate sites. The subjects of the study were three HR planning/management job experts of three firms specializing in IT services in Pangyo, and focused on identifying data-based HR management execution, measurement, analysis tools, and utilization level. As a research method, open coding, axis coding, selective coding procedure based on evidence theory was presented. As a result of in-depth interviews, corporate HR management measurement indicators were divided into three areas: employee, productivity, and culture. Through this study, it was possible to find the significance of perception of the company site as to what measurement tools and mechanisms the company implemented and measured the effectiveness and efficiency of HR management.

• The monthly packaging world
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• s.299
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• pp.114-117
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• 2018

2018년 들어 노동시장을 둘러싼 환경변화가 한층 빨라지면서 기업이 준비해야 할 인사관리 제도도 더욱 많아지고 중요해지고 있다. 다음에 대한상공회의소의 '대한상의 브리프 제51호(2018년 1월 29일)'에 소개된 "기업이 챙겨야 할 '2018년 인사관리 핵심 포인트'"를 통해 새로운 노동환경에 맞는 기업의 인사관리 핵심 포인트에 대해 살펴보도록 한다.

• Proceedings of the Safety Management and Science Conference
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• 2010.04a
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• pp.455-465
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• 2010

외환위기를 전후하여 국내 대기업들은 세계시장의 변화에 맞추어 인사관리를 변화시켜 왔고 이러한 새로운 인사정보를 관리하기 위해 기존에 사용하고 있던 인사 정보시스템에 새로운 정보기술을 도입하여 발전시켜왔다. 그러나 기존 정보시스템에 새로운 정보기술을 도입하였더라도 정보시스템을 관리하는 담당자는 오히려 업무량이 더욱 늘어나는 아이러니컬한 문제가 발생하였다. 본 연구에서도 한 대기업이 사용하고 있는 인사평가 정보시스템의 사례로 통해서도 위에서 언급했듯이 새로운 인사관리에 대한 새로운 정보기술을 도입했음에도 불구하고 시스템 담당자는 도입전보다도 시스템관리에 더욱 어려움을 겪는 것을 파악하였다. 본 연구에서는 사례 대상이 된 기업이 인사평가 제도를 바꾸더라도 이를 관리하는 인사평가 정보시스템이 신인사제도에 효과적으로 적응할 수 있도록 새로운 시스템 설계와 구현을 하였다. 그리하여 시스템 담당자의 업무를 줄여주고 인사평가 시기에 효과적으로 대응할 수 있도록 하였다.

• 프린팅코리아
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• s.37
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• pp.80-82
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• 2005

인사부서의 기능이 과거 업무 프로세스를 지원하고 관리하는 부서에서 일선 사업부서의 전략적 파트너로서의 기능으로 변화되면서 인사관리에 대한 방향과 트렌드가 성과창출 및 조직 활성화를 통한 신 기업문화 형성으로 바뀌게 되었다. 개인과 조직, 그리고 국가와 사회를 위한 기업체의 사명을 완수하기 위해 대표들은 얼마나 많은 고민을 하게 되는가? 이러한 고민은 이제 인사부서의 몫이기도 하다. 어떤 전략을 펼칠 것인가, 그 전략을 성공시키기 위해 어떤 지원이 필요할 것인가와 같은 고민은 계속되고 있다. 결국 인사부서의 주요 목표 역시 기업 성과창출의 극대화를 위한 방향으로 초점이 맞춰지고 있다. 이에 따른 최근의 인사관리 주요 방향에 대해 살펴보고자 한다.

• The Journal of the Convergence on Culture Technology
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• v.6 no.1
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• pp.99-104
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• 2020

This paper examines the performance according to the combination pattern of HRM and business strategy. The business strategy was divided into Miles & Snow's prospector, defender, and analyzer. Data were collected from the Korea Labor Institute's workplace panel survey from 2005 to 2015, and the analysis used 465 companies that are common respondents of the six wave surveys. To test the research model, structural equation modeling was employed. The results of the analysis showed that the combination of high commitment HRM and prospector had a positively significant effect on the performance. Contrariwise, the combination of high commitment HRM and defender, the combination of high commitment HRM and analyzer were not significant effect on performance.

• Proceedings of the Korea Information Processing Society Conference
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• 2005.05a
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• pp.97-100
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• 2005

현재 육군에 복무중인 46여만 명의 병에 대한 입대부터 전역까지 개인의 변동 자력을 관리하고 있는 야전제대 인사관리 시스템은 인사명령권 부대별 단독 PC 시스템에서 D / B를 운영하는 Off-Line 방식으로 상 하 부대간 연동이 되지 않아 잦은 병적 착오와 자료의 신뢰성 및 최신 자료유지에 제한이 있다. 따라서 병적변동의 근거가 되는 인사명령과 연동이 되고 인사명령 발령과 동시에 육군의 병적DB가 변동되는 on-line방식의 병적관리시스템 구축이 절실하다. 본 논문에서는 기존의 야전제대 인사관리 시스템을 보완하는 Web 환경에서의 육군의 병 인사관리시스템 구성 및 설계방안을 제안하였다.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.10
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• pp.548-553
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• 2016

This study analyzed the effect of the operation system of human resource management. First, the primary operating direction of the goal, talent selection system, and personnel management personnel management affected almost all the performance variables. More than one primary goal of personnel management in the loyalty inspired workers more than the fixed labor costs, and external recruitment of short-term hiring favored internal training scheme for long-term employment, employee training, and development in the long term more than short-term performance improvement the more weight to quality and innovation in the productivity of labor, product and services, employee-driven innovation, reduce turnover, had a positive impact on labor relations. On the other hand, the primary goal of personnel management and personnel selection methods had a positive impact on financial performance. Personnel management operating direction did not significantly affect the financial results. Second, the main type of employee utilization affected the quality of products and services, and labor relations. Trying to take advantage of temporary workers more than regular workers had a positive impact on the quality of products and services, and labor relations. Third, the operating unit of Personnel Management had an impact on the degree of innovation of products and services. Both personal achievements and the performance of the operating units had a positive impact on the degree of innovation of products and services, more than teamwork and personnel management. This study provided practical implications for verifying the effect of detailed characteristics of human resource management on financial/non-financial business performance.

• Journal of Korea Society of Industrial Information Systems
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• v.13 no.2
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• pp.88-99
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• 2008

In this article, DHRMIS being developed with ERP at resent realizes the personnel affairs recording procedures that all the Ministry of National Defense, the army, the navy and the air force can use on personnel affairs in order to solve the problem of the personnel recording procedures of the MND and each of the troops such as using manual affairs together with computation affairs, absence of electronic recording managements in some of the institutions MND, insufficiency of real time recording, and excess of centralized managements to present and record the personnel data. The personnel recording procedures consist of standardized personnel recording procedures and definition of the personnel recording procedures. This personnel recording procedures propose 3 improvements such as an atomic electronic recording management, a real time recording affair, effective centralization and distribution of verification authority so as to guarantee authentication, integrity, reliance, and accessibility of personnel data. When proposed personnel recording procedures are realized through developing DHRMS, these can bring on unification of 10 recording management systems, reduction of recording management time from 45 days to 3 days, distribution of verification authority MND, each of the troops, each of the institutes, an individual, and reduction of some of the manual documents.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.14 no.2
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• pp.409-414
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• 2010

Latest personnel management Jobs with the existing payroll of a simple task rather than piecemeal, combined with the company's strategy, emerged as an important business management information system in e-HRM is an increasing need. In this paper, designed by e-HRM personnel-management Management Information System through the personnel costs and improve capabilities, performance-based assessment of the personnel was established, the staff of the opinions it easier to improve service through improved worker satisfaction. Also on the web, individuals, departments, and the company's performance and to be able to share your goals with an interactive interface to a more transparent process of HR royalty customers without having to focus only on financial indicators, financial, internal process perspective to manage the balance execution of the company's strategy can be used as a tool.

• Journal of Korea Society of Industrial Information Systems
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• v.20 no.6
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• pp.91-106
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• 2015

This study is the result of an empirical research that may contribute to the management on employee turnover of SMEs by looking over factors affecting the intention of employee turnover. Welfare satisfaction, recognition, empowerment, organizational flexibility and LMX expertise respect, higher contribution showed a positive effect on job satisfaction. Welfare satisfaction, empowerment, leader of the professional respect showed negative effect on turnover intention. Job satisfaction partially mediated welfare satisfaction, professional respect and completely mediated empowerment. The results implies that job satisfaction needs to be also considered when HRM practice and LMX are examined for reducing employee turnover.