• Journal of Practical Engineering Education
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• v.6 no.2
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• pp.119-126
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• 2014

The purpose of this study is to take a look at the cases on managing the senior human resources of business enterprises following the significant number of retirement of baby-boom generation and obligatory retirement age of 60 years of age and present the implication points in policies. With respect to the implication of the company, it would urgently require the introduction of programs with long-term point of view for career management strategy from the time of employment to the resignation, settlement of company leave system called chulhyang, expansion of wage peak system, full-time job transfer support center within the enterprise for retirement management, expansion of various consulting, conversion of paradigm on senior human resource management of top management in the enterprise level. In the government level, it is considered as required for systematic supplementation of the chulhyang system, improvement of support system for employment encouragement fund, expansion of national work capability standard-based senior employment field as well as task development, support for innovation of personnel management system, supply of management manual and implementation of job transfer education for life-time conversion period in the government level.

• Korean Journal of Labor Studies
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• v.24 no.1
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• pp.107-156
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• 2018

This article examines the history of the in - house subcontracting and the stabilization of labor - management relations in the steel industry in Japan. The ratio of in-house subcontract workers among steel workers has increased steadily until the mid-2000s, and about 70% in case of the largest company. In-house subcontracting was used as a strategy of the company to increase the quantity flexibility of employment and to save labor costs. The in-house subcontracting company needed company-specialized skills, and the internal labor market was formed because the rate of full-time workers was high and the turnover rate was low. The in-house subcontractor introduced long-term business relationship with the steel factory by introducing the equipment and materials necessary for the performance of the work, and the factory implemented the productivity improvement policy of the in-house subcontractor, and the win-win relationship between the factory and in-house subcontractor was developed. The trade union did not oppose the idea that the expansion of in-house subcontracting contributed to corporate profits, the stability of employment of the members and maintenance of their working conditions. Since 2000, the steel factory has pursued the transformation of in - house subcontractors into subsidiaries, which has been supported by capital relations. By the way, since the mid-2000s, there has been an increase in the number of regular workers' employment. The major factors are as follows: more strengthened compliance with laws and regulations, the higher quality request of customers, stricter keeping of deadlines, and problem in recruiting of workers at in-house subcontract companies. The wage gap between the factory and in - house subcontracting was less at company B than at company S, and the wage level of in - house subcontracting was about 90% of the factory at company B. The relatively small gap at company B seems to be due to the union's movement of narrowing the gap, low market dominance and unfavorable labor market. The internal labor market has been formed in the in-house subcontracting, and the wage gap is not large, and the possibility of labor disputes is low. Industrial relations are stable in the in-house subcontract company as well as the factory. The stabilization of labor-management relations in the steel industry in Korea is required to reduce the wage gap between the factory and in-house subcontract enterprises by raising productivity and expanding the internal labor market at in-house subcontract enterprises.