• Management & Information Systems Review
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• v.32 no.3
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• pp.153-172
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• 2013

Small and medium-sized enterprises(SMEs) have limited human and material resources than large firms. SMEs are characterized by high risk and dynamic working environments. Thus human resources having knowledge and technologies are very important factor for survival and performance in SMEs. Recently, as core employee group is a key asset to firm competitiveness, many SMEs attend to set up core employee policy and system. The purposes of this research are to examine the effect of core employee policy and core employee management system on competitiveness of human resource and organizational commitment in SMEs. The major findings of the research are core employee policy have non-significant influence core employee management system, core employee policy have positive influence competitiveness of human resource, core employee management system have non-significant influence competitiveness of human resource, and competitiveness of human resource have positive influence organizational commitment in SMEs.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.28 no.4
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• pp.20-27
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• 2005

This paper aimed to examine core factors of the knowledge management and analyze their effects on organizational performance (employee satisfaction and competitive advantage). To accomplish this purpose, this study examined previous studies and summarized core factors of the knowledge management as people oriented, culture oriented and system oriented. 350 questionaries were distributed to the people living in Gumi. 327 questionaries were obtained and 302 data were analyzed by frequencies, correlation and multiple regression. The results of this study are as follows; First, we conducted exploratory factor analysis about three constructs (people oriented, culture oriented and system oriented) using oblique rotation method that did not assume independence among the factors and core factors of knowledge management were grouped together by three factors. Second, it is shown that three core factors of knowledge management have a positive influence on the employee satisfaction and competition (p<0.05). This study, however, have limitations in obtained sample and area. The future study should consider these limitations to improve model applicability in practice.

• Journal of the East Asian Society of Dietary Life
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• v.20 no.3
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• pp.458-472
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• 2010

In the service industry brand was getting more importance in marketing and brand should be researched more. So the purpose of this study was to identify the causal relationships of 'constructs of brand evidence-brand satisfaction-feelings-brand satisfaction-customer loyalty'. In this research constructs of brand evidence were brand image, price (value for money), servicescapes, core service, employee service, and self-image congruence. This research used family restaurants settings using a sample of customers visiting and enjoying menus at family restaurant stores of Youngnam province. A total of 222 questionnaires were analyzed with SPSS/PC+12.0 and LISREL8.30. Empirical results were that firstly, price, core service and employee service affected brand satisfaction and secondly, employee service, core service, servicescape affected postive feelings and thirdly, brand evidence constructs except self-image congruence influenced negative feelings and lastly, brand satisfaction influenced customer loyalty. On the basis of these findings, family restaurant manager should pay much attention to constructs of brand evidence and use these variables to appeal to and understand target market.

• Journal of Korean Clinical Nursing Research
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• v.23 no.1
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• pp.40-53
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• 2017

Purpose: The purpose of this study was to identify core competencies for new nurses and valuate the appropriateness and capability of core competencies. Methods: Mixed method was applied for the study. Qualitative data were obtained from preceptor and nurse manager utilizing an open-ended survey question and qualitative data analysis was conducted. The quantitative data were collected from 238 nurses (79 new nurses, 78 preceptors, 81 nurse managers) and descriptive statistics, ANOVA, $x^2$ tests were applied. Results: Three themes (20 contents) were identified as core competencies: competency as an employee, competency to perform nursing care for patient, competency to maintain nursing expertise. New nurses recognized themselves as having higher competency as an employee and to perform nursing care for patient when compared to nurse managers. Conclusion: The findings identified core competencies for new nurses need to be reflected to developing human resource management strategies for hiring new nurses.

• The Journal of Information Systems
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• v.30 no.4
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• pp.21-42
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• 2021

Purpose In order for companies to continue to grow, they should properly manage human resources, which are the core of corporate competitiveness. Employee turnover means the loss of talent in the workforce. When an employee voluntarily leaves his or her company, it will lose hiring and training cost and lead to the withdrawal of key personnel and new costs to train a new employee. From an employee's viewpoint, moving to another company is also risky because it can be time consuming and costly. Therefore, in order to reduce the social and economic costs caused by employee turnover, it is necessary to accurately predict employee turnover intention, identify the factors affecting employee turnover, and manage them appropriately in the company. Design/methodology/approach Prior studies have mainly used logistic regression and decision trees, which have explanatory power but poor predictive accuracy. In order to develop a more accurate prediction model, XGBoost is proposed as the classification technique. Then, to compensate for the lack of explainability, SHAP, one of the XAI techniques, is applied. As a result, the prediction accuracy of the proposed model is improved compared to the conventional methods such as LOGIT and Decision Trees. By applying SHAP to the proposed model, the factors affecting the overall employee turnover intention as well as a specific sample's turnover intention are identified. Findings Experimental results show that the prediction accuracy of XGBoost is superior to that of logistic regression and decision trees. Using SHAP, we find that jobseeking, annuity, eng_test, comm_temp, seti_dev, seti_money, equl_ablt, and sati_safe significantly affect overall employee turnover intention. In addition, it is confirmed that the factors affecting an individual's turnover intention are more diverse. Our research findings imply that companies should adopt a personalized approach for each employee in order to effectively prevent his or her turnover.

• Knowledge Management Research
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• v.18 no.4
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• pp.261-286
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• 2017

Key factors enhancing transfer behavior of training and knowledge sharing are of great interest to researchers and executives because training transfer and knowledge sharing activities are remarkable predictors of organizational growth. This study investigates the core motivations for boosting transfer behavior of training and knowledge sharing. To empirically test the impacts of employee training, servant leadership and self-efficacy, a survey was conducted in small-medium sized companies. The data (N=292) were analyzed using structural equation modeling analysis. The results indicate that higher employee training positively leads to self-efficacy and transfer behavior of training. Servant leadership is positively leads to self-efficacy, transfer behavior of training, and knowledge sharing. Self-efficacy of employees induces greater transfer behavior of training and knowledge sharing. Finally, transfer behavior of training encourages workers to increase knowledge sharing. This study represents an initial step to examine the psychological mechanism of improving employees' transfer behavior of training and knowledge sharing activities based on the employee training qualities and servant leaderships.

• Management & Information Systems Review
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• v.6
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• pp.205-226
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• 2001

Under the pressure of competition and efficiency in the 21st century, many firms need to adapt the system of new labor relationship, labor management' innovation. In global economy and information time, country and company have become a business imperative core strategy. Industrial and Labor management culture is more innovation and sustain, development. Therefore, This paper review, the new era of 21st century of knowledged based information society, new labor management culture's shape and the possibility of strong corporate culture's impact. This study suggested several improvement ways of Labor Management. The directions of participation in decisions in labor relation as follows: A manager and employee cope with partnership each other, open management is to successfully operate. Then investment enlarge human resource development, career development, education & training's enforcement etc. Employee are creativity and innovation task centered interested in the working conditions. First of all, employee has to not only effort to productivity improvement, but also voluntarily capacity improvement. These changes are hot issues to employee as well as to manager. Also, Government role is very important. They provide to constructive infra and human resource management should be develop as well as supported to knowledge based employee in socially responsible management. Finally, new labor relations culture' practice can effort the growth to improve upgrading strategy the sound labor-manager.

• The Korean Journal of Franchise Management
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• v.12 no.1
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• pp.45-55
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• 2021

Purpose: How to build the positive emotion of customer is very important, because it affects the positive attitude. Brand evidence has a significant impact on consumer behavior in terms of reinforcing consumers' perception of food service companies and differentiating them from competing brands. Thus, this study examines the effect of brand evidence on emotion (positive emotion and negative emotion), and attitude in restaurant industry. Research design, data, and methodology: This study examines the structural relationship among brand evidence, emotion, and attitude. Brand evidence divide into three sub-dimensions such as physical evidence, core service, and employee service. In order to test the purposes of this study, research model and hypotheses were developed. The questionnaire items were modified and used according to the content of this study based on previous studies. All constructs were measured by multiple items tested and developed in the previous research. The data were collected from 439 restaurant users from Seoul area were analyzed using SPSS 22.0 and SmartPLS 3.0 program. A total of 460 questionnaires were distributed and a survey was conducted for 4 weeks, and a total of 439 were used for analysis, excluding non-response data and 21 unusable response data among the collected questionnaires. Frequency analysis was conducted to identify the general characteristics of the survey subjects. To measure the reliability and validity of the measurement tools, confirmatory factor analysis was conducted. Structural model analysis was conducted to verify the research model. Result: The findings demonstrate that physical evidence, core service, employee service had positive effects on positive emotion. And core service and employee service had negative effects on negative emotion while physical evidence did not have. Also, positive emotion had positive effect on attitude and negative emotion had negative effect on attitude. Conclusions: The findings of this study provide guidelines on how to enhance competitiveness in restaurant industry through understanding brand evidence's effects on raising perceived consumer's emotion and attitude. Therefore, food service companies should establish a marketing strategy that can stimulate positive emotions through brand evidence, which is all factors related to service brands that influence consumers' evaluation of service products and purchase decision-making process.

• Journal of the Korean Society of Food Culture
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• v.23 no.2
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• pp.184-193
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• 2008

The purpose of this study was to determine the detailed customer satisfaction and dissatisfaction factors of family restaurants in Korea, and to then classify the factors into 3 groups, inlcuding core service, quality service, and basic service. ‘Core service’ represents the critical factors that generate both satisfaction and dissatisfaction; ‘quality service’ generates only satisfaction; and ‘basic service’ generates only dissatisfaction. This categorization is based on Herzberg’s motivation-hygiene theory (1976) as well as Cadotte & Turgeon (1988). Based on the characteristics of the three groups, differentiation strategies in managing customer service were suggested to the family restaurant managers. A qualitative research method, termed the critical incident technique (CIT), was used in the study. This method helps researchers find new factors or attributes by grouping key issues from the anecdotes (critical incidents) and then categorizing common factors from the key issues. This research categorized key satisfiers and dissatisfiers into 33 factors, which were from 402 critical incidents described by 261 respondents. Eleven factors (response to service failures, food taste and quality, attention paid to customers, coupon/mileage point/discount card, customer’s ordinary requests, waiting, food diversity, food price, facility sanitation, checking out, customer’s special requests) were classified into core service, which required maximum management not regarding the level of customer satisfaction. Six factors (employee attitude, event, education and explanation, complementary food, customer’s mistakes, attention paid to children) were classified into quality service, which required differentiation strategy management. Finally, nine factors (speed of food service, employee’s mistakes, food sanitation, atmosphere and interior, seating, forcing orders, parking, other customers, reservations) were classified into basic service, which required minimum management at the level of the industry standards.

• Journal of Korean Clinical Nursing Research
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• v.23 no.2
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• pp.189-201
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• 2017

Purpose: The aim of this study was to develop the nursing management core task and competency matrix for hospital unit managers. The perceived level of importance and performance of identified core competencies by unit managers were also investigated. Methods: Literature review and expert survey identified nursing management core task and competencies. Subsequently, the core task and competency matrix was developed and validated by expert panel. A survey of 196 nurse managers from 3 cities identified perceived importance and performance of core competiences. Results: Thirty-eight nursing management core task and thirty-seven nursing management core competencies were identified comprising five categories; Clinical practice knowledge, Evidence-based practice, Employee development, Strategic planning and Initiative. Based on the core task and competencies, the task and competency matrix for unit managers was developed. In the analysis of importance and performance of core competencies, the mean score of importance ($3.50{\pm}0.30$) was higher than the mean score of performance ($3.03{\pm}0.34$). Conclusion: The development of core task and competencies for unit managers in hospitals provides a guide for the development and evaluation of programs designed to increase competence of unit managers.