• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.599-611
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• 2020

The purpose of this study is to explore and empirically analyze the factors affecting the financial performance of Korean small- and medium-sized manufacturing companies, which are relatively insufficiently researched, in terms of human resource management (HRM). In particular, this study intends to examine the human resource management activities focusing on the individual influences of workers' attitudes on systems and policies as well as jobs and organizations. This study reviews previous research and discussions on the human resource management system, as well as the organization and job-related attitudes and financial performance of workers, for the formulation of two hypotheses. Among the HCCP data, the hypothesis was verified through reliability and correlation analysis and stepwise multiple regression analysis for small- and medium-sized manufacturing enterprises. The results show, firstly, that human resource systems and systems have the same effect, but there were differences in the degree of impact. Secondly, job satisfaction has a statistically significant influence on financial performance. Lastly, all worker/employee attitude determinants are statistically significant for both job satisfaction and organizational commitment. HRM, previously relatively overlooked, provided theoretical and practical implications by demonstrating the direct impact on financial performance and the impact of individual human resource management systems and policies.

• Journal of the Korea Society of Computer and Information
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• v.17 no.2
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• pp.225-230
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• 2012

With a wide spread of smart phone, Smart society has been progressed through nationwide that changed way of personal daily life rapidly. As smart work has been introduced and utilized at the office, it is possible that the person in charge can handle remote transaction without restriction of time and place. Smartlization throughout the society has been progressed, member of work and system related can be linked mutually and took personalized services. This study identifies explorative moderating effect of smart environment at performance of work with employee cognition. As a result, found that smart work environment with complexity of work has increased moderating effect over collaborative work.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.49-81
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• 2007

Research in the IS (Information Systems) outsourcing has focused on the importance of legal contracts and partnerships between vendors and clients. Without detailed legal contracts, there is no guarantee that an outsourcing vendor would not indulge in self-serving behavior. In addition, partnerships can supplement legal contracts in managing the relationship between clients and vendors legal contracts by itself cannot deal with all the complexity and ambiguity involved with IS outsourcing relationships. In this paper, we introduce a psychological contract (between client and vendor) as an important variable for IS outsourcing success. A psychological contract refers to individual's mental beliefs about his or her mutual obligations in a contractual relationship (Rousseau, 1995). A psychological contract emerges when one party believes that a promise of future returns has been made, a contribution has been given, and thus, an obligation has been created to provide future benefits (Rousseau, 1989). An employmentpsychological contract, which is a widespread concept in psychology, refers to employer and employee expectations of the employment relationship, i.e. mutual obligations, values, expectations and aspirations that operate over and above the formal contract of employment (Smithson and Lewis, 2003). Similar to the psychological contract between an employer and employee, IS outsourcing involves a contract and a set of mutual obligations between client and vendor (Ho et al., 2003). Given the lack of prior research on psychological contracts in the IS outsourcing context, we extend such studies and give insights through investigating the role of psychological contracts between client and vendor. Psychological contract theory offers highly relevant and sound theoretical lens for studying IS outsourcing management because of its six distinctive principles: (1) it focuses on mutual (rather than one-sided) obligations between contractual parties, (2) it's more comprehensive than the concept of legal contract, (3) it's an individual-level construct, (4) it changes over time, (5) it affects organizational behaviors, and (6) it's susceptible to organizational factors (Koh et al., 2004; Rousseau, 1996; Coyle-Shapiro, 2000). The aim of this paper is to put the concept, psychological contract commitment (PCC), under the spotlight, by finding out its mediating effects between legal contracts/partnerships and IS outsourcing success. Our interest is in the psychological contract commitment (PCC) or commitment to psychological contracts, which is the extent to which a partner consistently and deeply concerns with what the counter-party believes as obligations during the IS project. The basic premise for the hypothesized relationship between PCC and success is that for outsourcing success, client and vendor should continually commit to mutual obligations in which both parties believe, rather than to only explicit obligations. The psychological contract commitment playsa pivotal role in evaluating a counter-party because it reflects what one party really expects from the other. If one party consistently shows high commitment to psychological contracts, the other party would evaluate it positively. This will increase positive reciprocation efforts of the other party, thus leading to successful outsourcing outcomes (McNeeley and Meglino, 1994). We have used matched sample data for this research. We have collected three responses from each set of a client and a vendor firm: a project manager of the client firm, a project member from the vendor firm with whom the project manager cooperated, and an end-user of the client company who actually used the outsourced information systems. Special caution was given to the data collection process to avoid any bias in responses. We first sent three types of questionnaires (A, Band C) to each project manager of the client firm, asking him/her to answer the first type of questionnaires (A).

• Journal of the Korean Society of Food Science and Nutrition
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• v.43 no.1
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• pp.162-171
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• 2014

As the foodservice industry is labor intensive, the efficient management of human resources is an essential element for improving operational efficiency. This study was designed to investigate the performance level of human resource management in self-operated school foodservices and to examine the relationship between human resource management, organizational commitment, and productivity. Whether these factors rated differently by employment and job types was also examined. Data were collected through questionnaires distributed to 60 dieticians and 240 cooks in Seongnam and Yongin. Frequency analysis, factor analysis, the t-test and multiple regression analysis were tested using Minitab. Human resource management practices rated highly in the dimension of employee training (3.51), followed by working environment (3.39), and turnover management (3.37). In contrast, reward management (1.73) and working condition (1.56) received the lowest score. Organizational commitment scored 3.65 points, and showed that dedication (3.82) was the highest score; however, self-esteem (3.50) was the lowest score. For human resource management, there were significant differences between employment types as full time workers (3.85) rated management more highly than part-time worker (3.43). Overall productivity was fairly high, especially in high school foodservices. Only the performance appraisal had an influence on organizational commitment (${\beta}$=0.292, P<0.05). Productivity was positively correlated with human resource management (r=0.432, P<0.001) and organizational commitment (r=0.36, P<0.01). In conclusion, school foodservices need to establish objective performance standards, and increase employee morale by enhancing reward systems and working conditions. In particular, irregular employees require training with job performance standards and given a proper reward program, depending on their performance, to improve organizational commitment.

• Culinary science and hospitality research
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• v.14 no.4
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• pp.339-356
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• 2008

The purpose of this study is to provide the developmental basic data of a change in shift work types by making a self-administered survey of the effect of commitment by shift work and the open kitchen system on job satisfaction and job stress, and mutual relation between variables on 287 cooks in luxury hotels. Analysis showed that the operation of the shift work system was effective in reducing the internal stress of the cooks, their external stress, or their self-uncertainty on the job, and the business by the open kitchen system was effective in raising self-esteem. In addition, job commitment by shift work and the open kitchen system were effective in promoting the job satisfaction of employees, interpersonal relations, promotion, benefits and wages. Consequently, the decrease of external and internal stress or self-uncertainty and the improvement of job satisfaction can be connected with the increase of productivity or cost reduction. Therefore, the open kitchen system should be properly applied to the shift work system, along with sanitation, safety and the periodic checkup of kitchen.

• Journal of Digital Convergence
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• v.10 no.4
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• pp.11-22
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• 2012

Smart work, which is a new way of working at out-of-home instead of an office, has become a widespread practice because it is considered as beneficial for both organization and employee. This study is conducted to investigate the differences about attitude toward the organizational effectiveness between smart worker and office worker in a call center. The result showed that the perceived advantages of smart worker(higher service climate, job satisfaction, organizational commitment, service capability) are more positive than those of office workers. Based on this result, the implications and policy directions of smart work were discussed.

• Journal of the Korea Society of Computer and Information
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• v.19 no.2
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• pp.201-208
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• 2014

The objective of the present study is to investigate the relationships among the perceptions of performance appraisal politics(POPAP)), employee's attitude to work, and team-based work system characteristics. Using survey data from various occupationally heterogeneous sample of white-collar employees(N=195) from various organizations, the results indicate that when employees perceive performance rating to be manipulated because of rater's personal bias and punishment motive, they reduce organizational commitment. Contrarily, the employees' POPAP with motivational motive increases organizational commitment. And task interdependency has positive effect on employees' POPAP.

• Journal of the Korean Society of Safety
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• v.28 no.1
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• pp.102-108
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• 2013

This study aimed to examine the impact of workers' perceptions of the safety climate on job satisfaction and intention to turnover in the manufacturing industry. Data was collected from employees(n=143) working in the manufacturing industry. The perceived safety climate included perceptions of the safety commitment of the management, safety leadership of the immediate supervisor, and safety policy. Hierarchical regressions were conducted to identify the significance of the relation between the sub-variable of the perceived safety climate and job satisfaction, and intention to turnover. The results show that safety commitment and safety policy are significant predictors of job satisfaction. The immediate supervisor's safety leadership was significantly correlated with intention to turnover. These results indicated that the perceived safety climate of workers in the manufacturing industry might influence job satisfaction and intention to turnover. Therefore, organizations in the manufacturing industry should focus on improving safety climates to enhance job satisfaction and prevent employee turnover.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.11
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• pp.277-284
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• 2021

This study was conducted to determine the factors affecting employees' engagement in Information Technology (IT) enterprises in Vietnam. Quantitative method was used to test the research model. Research data is collected through a survey of 205 employees working in Ho Chi Minh City - Vietnam IT enterprises. The research results show that all seven factors affecting OC are ability, remuneration, training/development, challenging work, teamwork relationship, company policy, and culture, and work environment all make sense. In which, WOE, TER, REM factors are the three most influential factors, while company CPC, T&D, CHW, ABI have a lower impact. The proposed management implications include building, providing, ensuring a good working environment for employees, building/developing relationships within the company, having a policy of salary, bonus, support, and incentives. In addition, appropriate, competitive remuneration, adequate incentives, and rewards for the efforts that the employee has made, training and development of skills and soft skills suitable for each type of work, development orientations for employees, as well as frequent rotation of positions and jobs, in addition to improving employees' capacity, also avoid causing boredom and loss of motivation at work, thereby increasing OC of employees in IT enterprises in Vietnam.

• Journal of Korea Society of Digital Industry and Information Management
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• v.15 no.3
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• pp.225-239
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• 2019

Together with the emergence of Information and Communications Technology(ICT) and 4th Industrial Revolution, digital content is arising as a front-runner in the knowledge society. 21 century opened up an era of digital and cultural content, which is the industry to generating added values from future industries. This study aims to empirically examine the casual relation between three factors from Organizational Justice Theory Distributive, Procedural, Interactional Justices, and turnover intention through Organizational Immersion. A sample group for the analysis was employees at small/medium-sized digital content businesses with less than 60 workers. 200 questionnaires were distributed to the group for a week from July 22 to 28, 2019. 154 responses were collected and analyzed in this study, after eliminating 4 poor responses. The result of the study on Organizational Justice at digital content businesses showed that, first, Distributive Justice of the employees showed a positive influence on Organizational Immersion. Second, the employees' Procedural Justice showed a positive influence on Organizational Immersion. Third, the employee' Interactional Justice showed a positive influence on Organizational Immersion. Fourth, the employees' Organizational Immersion showed a positive influence on their turnover intention.