• Journal of Environmental Policy
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• v.14 no.4
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• pp.23-44
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• 2015

The policy aimed at introducing a Bonus-Malus system to reduce GHG and raise the market share of small cars is scheduled to go into effect in South Korea in 2020. Although the policy was originally planned to be enforced from 2015, the Ministry of Trade, Industry and Energy argued that the system brings low reduction effect and relative disadvantage to domestic small cars and brought arguments in 2014. As a result, the enforcement was pushed back. Related studies are mainly focused on offering statistical estimation of the policy's effect to support the arguments, and few theoretical studies were published given that there was not enough time until 2015 back then. The author approached the issue with mathematical modeling in order to give theoretical basis for sophisticated empirical studies. If car suppliers have market power and strategically set their prices, the impact of Bouns-Malus on car prices would be lower than what was originally intended. In case only a part of the car market loses its market power, the effect of the policy would be improved. Assume that the Bonus-Malus is currently at an optimal level and the car market structure is undergoing changes, then the direction of the new optimal level would depend on the elasticity of demand of each market and substitute elasticity. For example, if the car market becomes more monopolistic while the demand for big cars is elastic, demand for small cars is inelastic and substitution elasticity is low, then the new optimal level of Bonus-Malus should be higher.

• Proceedings of the Korean Society for Noise and Vibration Engineering Conference
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• 2007.11a
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• pp.1134-1139
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• 2007

In recent years, public complaints about railroad noise by KTX and Ordinary train are increasing. Restriction of railways uses same standard without distinguishing the type of railways. According to the type of railways, the frequency characteristics of emitting noise is different. Therefore it is requested to know how vary the public response to each types of railway. The noise annoyance to three types of trains (KTX, Electric train, Diesel train) was analyzed by Jury Evaluation Test for assessing the effect of frequency characteristics. The numerical results by a Semantic Differential Method showed that annoyance response to three type of trains depended on the frequency characteristics. As a result, this study proposed that the KTX could have a bonus level of maximum 2.9dB(A) to ordinary train.

• Transactions of the Korean Society for Noise and Vibration Engineering
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• v.18 no.3
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• pp.335-344
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• 2008

In recent years, public complaints against railroad noise by KTX and Ordinary train have been rising. Regulation of railways noise uses same standard without distinguishing the type of railroad cars. According to the type of railroad cars, the frequency characteristics of emitting noise is different. Therefore it is requested to know how the public response vary to each types of railroad cars. The noise annoyance from three types of trains(KTX, electric train, diesel train) was analyzed by jury evaluation test for assessing the effect of frequency characteristics. The numerical results by a semantic differential method showed that annoyance response to three type of trains depended on the frequency characteristics. As a result, this study proposed that the KTX could have a bonus level of maximum 2.9 dB(A) compared to ordinary train.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.999-1006
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• 2020

This study provides an understanding of the role of job satisfaction as a mediator of compensation and workplace environments for the organizational commitment of employees in the public sector. This study used a structural model using path analysis. The population and sample in this study were all employees at the Population and Civil Registry Office of one of the districts in Indonesia. The sampling technique used was total sampling, due to the considerably smaller amount of the sample size. This study found that compensation and workplace environment could explain job satisfaction variables with a 93.8% confidence level and simultaneously compensation, workplace environment, and job satisfaction that could explain organizational commitment with a variable of 97.4%. This findings also shows that the manifest bonus variable on the latent compensation variable is one of the main indicators that needs to improve to increase job satisfaction and organizational commitment. One of the important things which needs to be done is to increase compensation. The first thing which needs to be done is to increase the bonus. Furthermore, to improve the quality of the workplace environment, facilities, and infrastructure such as stable internet connections, computer specifications are the important criteria that must be met.

• Asia-Pacific Journal of Business
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• v.12 no.4
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• pp.87-105
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• 2021

Purpose - The purpose of this study was to explores how CEO general human capital, one of the most critical issues in recent research, affects compensation schemes. Design/methodology/approach - This study collected the CEOs of S&P500 companies from 2001 to 2009 and contains 4,155 CEO-firm-year observations and 704 different CEOs. Findings - First, only contingent bonus is affected by general human capital and reputation. Second, the career concerns of CEOs are relevant, especially when explaining CEO tenure. Third, we offer an alternative view of what determines the level of cash compensation schemes and the factors that affect the running of a firm. Fourth, we also suggest that the increase in general human capital can be explained by the increase in its relative importance in managing a modern firm. Overall, the results of this study do not only contribute to academics but also important to boards and shareholders. Research implications or Originality - This study intends to fill the gap in the extant literature by examining the relationship between general human capital and compensation schemes.First, we add to the compensation literature by arguing that a cash compensation scheme is efficient for generalist CEOs. We break down CEO cash compensation schemes into fixed and contingent bonus compensation and investigate whether general human capital differentially affects CEO cash compensation schemes, and thus, the sensitivity to unequal pay for human capital. Second, we contribute to the reputation literature by arguing that CEO perceived reputation also affects CEO compensation schemes.

• International Commerce and Information Review
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• v.16 no.4
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• pp.247-261
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• 2014

In this study, it investigates the highly controversial issue "low carbon car subsidy". Through the policy's intent, purpose, and necessity, it aims to present alternatives for automotive industry development. Introducing the low carbon car subsidy will bring a huge change to the vehicle purchase practices by changing vehicle purchase cost. It expects that this change will reduce greenhouse gas emission from vehicles. For successful settlement of the system, it shall set up the target sections for subsidy and levy appropriately in order to get the nation's consensus. Additionally, it has to conduct sufficient reviews the measures such as adjustment to the existing auto tax, divided payments of burden charge, etc before enforcing the system. In terms of the automobile industry, it must do their level best in technical development in order to meet the carbon dioxide emission level of imported cars until the enforcement. Also, the government has to strengthen its support to the industry.

• KDI Journal of Economic Policy
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• v.33 no.4
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• pp.143-177
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• 2011

Upon selecting preferred bidder in Public-Private Partnership projects, multi-dimensional procurement auction, where price factor and non-price factor are evaluated, is used. This paper tries to analyze bidding data in BTO road projects. It is shown that a winner tends to get higher score in bidding evaluation, which is partly due to increase in base score as well as fiercer competition among bidders. It turns out that score margin in non-price factor was determinant in selecting winner. Also, there was no competition when the level of bonus point was set too high. For price factor, it costs 730 million KRW per score in construction subsidy by government, while it costs 2.43 billion KRW per score in toll revenue. For non-price factor, it was estimated to cost 2.30 billion KRW. Based on the results, it was suggested that we should have appropriate level of bonus point for first initiator, change in scoring rule in construction subsidy part, adjustment of base score in evaluation.

• Health Policy and Management
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• v.27 no.2
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• pp.121-127
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• 2017

The effort to measure and improve the quality of healthcare is a common health policy issue worldwide. Korean Value Incentive Programme is one of that effort, but some concerns exist. Compared to pay for performance program in other countries, it measures healthcare quality with relatively narrow performance domain using a small number of clinical indicators. It was designed without involving hospitals and other key stakeholder, and program participation was mandated. Highest and lowest performers get bonus and penalty using relative ranking. As a suggestion for development, the direction for quality management at the national level should be given first. Therefore the philosophy or strategy for quality improvement should be reflected to the program. And various domains and indicators of healthcare quality should be developed with active communication with healthcare providers. The evaluation method is necessary to be changed to provide achievable goal to the healthcare providers and attract quality improvement.

• Asia Marketing Journal
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• v.16 no.1
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• pp.195-214
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• 2014

Many oil refinery companies have been proactively carried out marketing activities to survive in highly intensified service station industry. In 2012, SK Energy ranked number one in three customer satisfaction surveys (NCSI, KCSI, and KS-SQI). SK Energy's success is in its differentiated customer satisfaction business strategy. SK Energy has been implementing various marketing activities. As a part of the activities, it issued an affinity credit card with on spot discount privilege for the first time in the oil refinery industry. SK Energy also issued EnClean bonus card for OK Cashbag points that can be used for discounts at the service stations. On top of all, SK Energy generated point value-up with '3K Exclusive Privilege' program. In addition, team 'CS 119' was formed to noticeably improve the service. 'CS 119' visited each service station, diagnosed its CS service level then provided customized field training for improvement. Long-termimplementation of 'ACE Program', a field-base CS monitoring system, regularly checked customer satisfaction level. 'ACE Program' has significantly contributed improving SK Service Station's service quality and customer satisfaction. This case reviews customer satisfaction marketing activities SK Energy carried out. The focus is on distinctive factors that distinguish SK Energy's customer satisfaction marketing activities from competitors.

• Journal of Distribution Research
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• v.15 no.1
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• pp.25-47
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• 2010

CS is one of the major concerns of managers in the world because it is well known to be a key medium construct for firms' superior outcome. One of the major agents for CS management is retailers. Firms try to manage not only employees but also retailers to promote CS behaviors. And so diverse incentives are used to promote their CS behaviors under diverse channel setting such as multi-channel. However in spite of the rising needs there has been scarce studies on the optimal incentive structure for a manufacturer to offer competing retailers at the multi-channel. In this paper, we try to find better way for a manufacturer to promote the competing retailers' CS behaviors. We investigated how to promote the retailers' CS behavior via game-theoretic modeling. Especially, we focus on the possible incentive, CS bonus type reward introduced in the studies of Hauser, Simester, and Wernerfelt(1994) and Chu and Desai(1995). We build up a multi stage complete information game and derive a subgame perfect equilibrium using backward induction. Stages of the game are as following. (Stage 1) Manufacturer sets wholesale price(w) and CS bonus($\eta$). (Stage 2) Both retailers in competition set CS effort level($e_i$) and retail price($p_i$) simultaneously. (Stage 3) Consumers make purchasing decisions based on the manufacturer's initial reputation and retailers' CS efforts.