• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.2
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• pp.1-17
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• 2022

Purpose - This exploratory study analyzes the performance of the business from the HRM point of view. Analyzed the influence of HRM and organization effectiveness on business performance. Also moderating effect of the strategy is analyzed. Research design, data, and methodology - Two outcome variables are measured, non-financial performance and financial performance. Two organizational effectiveness variables are measured, job satisfaction and organizational commitment. And two HRM areas are measured, HRM practice and organizational culture. Finally, two strategies are measured as moderators, market strategy and product/service strategy. This study analyzed employees of 554 from the 7th HCCP. This study used SEM and MCFA. Result - The results of turnover intention, growth rate, and profit rate verified the influence of HRM and organizational effectiveness. Overall results showed a contrary effect of education & training system implement and participation on job satisfaction and organizational commitment. Among organizational culture, innovation and relation positively affect job satisfaction and organizational commitment. However, antecedents influencing turnover intention, growth rate, and profit rate bear no resemblance. And the MCFA result shows that strategy's group differentiation analysis is meaningful in turnover intention not in financial performance. Conclusion - Based on this study result, management suggestions for turnover intention, growth rate, profit rate, and organizational effectiveness are made. Especially, due to the company's strategy.

• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.4
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• pp.1-15
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• 2021

Purpose - In a difficult time for a firm, it seems impossible to change circumstances by a firm. Nevertheless, the firm must do whatever it can do by however it can do. Therefore, the purpose of this study is to analyze the effect of HRM practice on organizational effectiveness with the status quo of the firm as a moderator. Based on the result of this study, the managerial implication could be suggested as a contextual response to each status quo of the firm in improving and managing organizational effectiveness by HRM practice. Research design, data, and methodology - This study measured organizational effectiveness with employee satisfaction and organizational commitment. HRM practice includes two HR management areas, HR system, and HR attitude. HR system includes education & training and additional wage welfare. HR attitude includes employee stress and empowerment. As for the status quo of the firm, this study considered three construct; firm feature, strategic feature, environment change feature. This study analyzed 397 employees of 24 company data from the 7th HCCP of KRIVET. Result - Hypothesis 1 through Hypothesis 3 were partially supported. The results of this study suggest that to increase organizational effectiveness(job satisfaction and organizational commitment), employee stress and education & training participation need to be managed. And circumstance of an organization as given the Status Quo of the firm needs to be managed differently like firm size, environment change in demand, and technology. Conclusion - This study suggests best-practice implications based on the result between HRM practice and organizational effectiveness. And also suggest differentiation in management to increase the best-fit in management.

• Journal of the Korea Safety Management & Science
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• v.10 no.4
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• pp.247-258
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• 2008

In today's business environment faced in very quick change, Human Resource Management play a key role in sustaining corporate competitive advantage and boosting organizational competency. Based on a former study, the purpose of this study is to find how individual Human Resource Management practice effects business performance and labor relations. Business performance is a positive influence on employee royalty and devotion. Also it is more influenced statistically significant impact on industrial relation of corporate. As a result of this study, we can find the significant influence from Human Resource Management practice and industrial relation.

• Asia-Pacific Journal of Business
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• v.5 no.2
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• pp.51-64
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• 2014

Strategic bundling of Human Resource Management (HRM) practices among themselves works together as an entire HRM system rather than individual HRM practices to achieve organizational objectives. The bundles of HR practices support the effectiveness of one another assuming the effectiveness of any practice depends on other practices in place. It is said that the greater the total degree of bundling among the various components of HRM policies and practices, the more will be the organizational outcomes. Realizing these facts, this study aimed to explore the level of strategic bundling and examined the impact of such bundling on organizational performance to the publicly listed companies of Nepal. This empirical study is based on description and exploratory design for which data collected through the questionnaire based on 5-point liker scale. Total population of the study at the time of data collection are 234 organizations publicly listed in Stock Exchange of Nepal. Questionnaire is distributed to all organizations listed, response received from 105 organizations, as a unit of analysis, which is fairly good response. The study of strategic bundling of HRM practices perhaps the first study in Nepal, found that only 32 percent organizations have followed high bundling HR practices and these high bundling organizations are significantly different with low bundling organizations. Business organizations are trying to practice being close association of HRM policies and practices within them except labor relation with employee participation and business strategies. Supporting to the international literature, strategic bundling of HRM practices among themselves shows statistically significant effects on quality of product or services, labor productivity, financial performance, employee satisfaction, rate of innovation, employee commitment and market share.

• Korea Journal of Hospital Management
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• v.14 no.2
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• pp.75-98
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• 2009

As the organizational environments are changing, organizational innovation has become a critical success factor for the healthcare organizations. Although there are lots of successful innovation cases in other industries, healthcare organization's management innovation cases are rare in Korea. This case study is focused on successful change process of a Maeumsarang psychiatric hospital. Main findings are: (a) virtuous cycle of healthcare service innovation and organizational innovation, (b) intensive training and learning, (c) usage of external resources, (d) high commitment HRM system, (e) CEO leadership, and (f) synchronization of planning and execution. Based on these findings, managerial implications are derived and future research directions are proposed.

• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.2
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• pp.43-54
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• 2022

Purpose - Government-funded research institutes are important national institutions socially and nationally but academic studies on Korean government-funded research institutes are scarce, especially in areas of human resources and organization. This study investigated the effects of job characteristics on organizational commitment, resilience, and organizational citizenship behavior for organizational members of government-funded research institutes in the field of science and technology. Research design, data, and methodology - Literature review on the effects of job characteristics on organizational commitment, resilience and organizational citizenship behavior for organizational members of government-funded research institutes in the field of science and technology. Based on the review, exploratory propositions were proposed to conduct future empirical study. Result - In this study, based on the results of previous studies, it was presumed that job characteristics would affect organizational commitment, and organizational commitment would affect resilience and organizational citizenship behavior. In addition, proposition on the mediating role of resilience on both organizational commitment and organizational citizenship behavior was formulated. Conclusion - It was propositioned that job characteristics would affect organizational commitment, and organizational commitment would affect resilience and organizational citizenship behavior. Resilience, along with the direct effect of organizational commitment on organizational citizenship behavior, would play a role in mediating organizational commitment and organizational citizenship behavior.

• Land and Housing Review
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• v.7 no.3
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• pp.137-145
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• 2016

This study aims to empirically verify the positive impacts of PB(performance-based) HRM on the organizational effectiveness in a public corporation. The independent variables are 'PB staffing', 'PB appraisal', 'PB compensation'. The dependent variables are 'JS(job satisfaction)', 'OC(organizational commitment)'. The results are as follows. 'PB staffing' shows positive impact on both 'JS' and 'OC', but 'PB compensation' doesn't show positive impact on both 'JS' and 'OC'. Also, it is found that both 'PB appraisal' and 'PB compensation' do not show positive impact on 'OC'. 'PB appraisal' shows positive impact on 'JS', though. From the empirical analysis, the positive effects of the PB-HRM on the organizational effectiveness are partially verified. It is thought that these mixed results are originated from the particular situation in which the surveyed corporation is placed. After the merger of the corporation in 2009, even though it has introduced various PB-HRM systems, it has been through a harsh time such as wage freeze and return as measures of business normalization. This organizational situation may influence the verification of effectiveness of the normal PB-HRM.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.4
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• pp.163-172
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• 2022

The purpose of the study is to determine the impact of several factors on employees' job commitment in ten FDI manufacturing businesses in Vietnam's Nghi Son Economic Zone during the COVID-19 Pandemic. The researchers used reliability tests, exploratory factor analysis, confirmatory factor analysis, and structural equation modeling to confirm the relationships between factors when analyzing the effect of variables on job commitment in FDI enterprises. Based on a poll of 481 respondents, the test findings showed that 07 parameters have positive effects on job satisfaction. Professional assurance, compensation, fringe benefits, supervisor, promotion, coworkers, and working conditions all have varying levels of impact. Job satisfaction, in particular, has a significant and positive impact on employees' commitment to their jobs. According to research findings, the COVID-19 pandemic has been and continues to be a unique burden for Vietnamese firms in general and FDI manufacturing enterprises in Nghi Son EZ in particular. As a result, businesses must have appropriate HRM strategies to incentivize employees to recover, stabilize, and develop in the new normal, ensuring employee loyalty to the company.

• Knowledge Management Research
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• v.11 no.2
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• pp.57-73
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• 2010

This research investigated the effect of human resource practices on knowledge sharing. We developed and tested a mediation model of how human resource practices affect shared vision and codes which facilitates knowledge sharing. A field study of the R&D centers in knowledge-intensive industries showed that commitment-based human resource management systems were positively related to shared vision and codes and knowledge sharing, and the relationship between HR practices and knowledge sharing was fully mediated through shared vision and codes. This study contributed to the extant literature pertaining to the antecedents of knowledge sharing through focusing on the role of HR practices and shared vision and codes.

• Journal of Digital Convergence
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• v.14 no.7
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• pp.135-144
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• 2016

This study attempted to verify the relationship among Job Attitude, Personality and Demographic Characteristics according to Dual Commitment Type. The groups were named 'very high dual commitment group(both highly committed to the organization and union)', 'normal dual commitment group(average level of commitment to both of them)', 'resisting dual commitment group(no commitment to both of them)', 'organization commitment group(only committed to organization)', 'union commitment group(only committed to union)'. This research was analyzed by 388 Hyundai and Kia motor company members and 'very high dual commitment group' and 'organizational commitment group' showed the highest Job Satisfaction and Job Involvement. Through group segmentations considering sub-concepts could contribute to design a strategy to increase the company's competitiveness in aspects of the direction to the HR policy.