• Journal of the Korea Society of Computer and Information
• /
• v.18 no.10
• /
• pp.183-192
• /
• 2013

This paper examines the impact of the strategic leadership of CEOs after M&A on resistance to change and on perceived performance. Most M&A research has focused on the strategic, financial and economic aspects, while studies on leadership and employee behavior have been limited. CEO leadership is critical to a successful M&A. Recently, strategic leadership has been attracting more attention. Strategic leadership can be defined as a person's ability to anticipate, envision, maintain flexibility, think strategically and to work with others to initiate changes that will create a viable future for an organization. It can also reduce resistance and improve perceived performance. So this paper used empirical studies from the IT industry after M&A.

• Journal of Service Research and Studies
• /
• v.2 no.1
• /
• pp.1-11
• /
• 2012

Until Now, Many IT Service companies in Korea have grown up by giving the useful service of Information Technology System to customer in the domestic market. But nowadays, When Information Technology becomes a Smart Technology that give convergence between some industries, Intelligence, Mobility by combining so many industry technologies, business opportunities with smart technology increase bigger than ever. In accordance with the above directions, this study introduces the result of case study in the LG CNS Companies. This case involves a story that innovate a service model by smart technology, and create educational programs to change the way of employee working by Human Performance Tehnology.

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

• Culinary science and hospitality research
• /
• v.17 no.5
• /
• pp.139-153
• /
• 2011

The study is a hotel firm's brand evidence on the switching and relational performance by identifying a causal relationship to the differentiated and competitive was to provide useful information. Units of samples for evidence of brand switching hotels in Seoul participated in surveys customers in 2011, from June 10 to 20 July 2011 for a total of 500 copies for distribution and the Department of dual 408 with SPSS 18.0 and AMOS 18.0 Using factor analysis and reliability verification carried out, and presented research in order to test the hypothesis covariance structure analysis was performed. Analysis, employee services switching barriers and switching costs showed no significant affect. Switching barriers and switching costs, brand name, image congruence transition castle wall and switching costs, alternative attractiveness showed no significant visible results. And perceived price on switching barriers to conversion rates showed was significant affect. Second, switching barriers, switching costs, alternative attractiveness and that the relationship, to help conversion of non-financial performance showed no significant affect. Third, the practitioner services, brand names, images, match the castle there, and non-financial performance of the transition showing a statistically significant result was found.

• Journal of the Korea Safety Management & Science
• /
• v.17 no.3
• /
• pp.247-263
• /
• 2015

This study seeks to identify effects derived from emotional labor in the distribution industry, and draw ways to systematically manage the employees by exploring effects of the emotion work on performance. For the purpose, literature reviews and empirical experiments were conducted to find out effects of emotional labor and false face acting on emotion work and organizational performance and effects of social support and job autonomy on the relationship between emotion work and organizational performance. To verify the hypothesis, we conducted a hierarchical regression analysis and structural equation model analysis using SPSS 20 and AMOS19. The result of the verification in this study is as follows: First, effects of emotional labor on burnout was found to be statistically significant, second, as for the path-coefficient for "emotional labor ${\rightarrow}$ emotion work" and "emotional labor ${\rightarrow}$ job satisfaction" was not statistically significant, while the path-coefficient for "emotional labor ${\rightarrow}$ service level" was found to be statistically significant. Third, effects of emotion work on job satisfaction was found statistically significant, fourth, emotion work on the service level was found statistically significant, fifth, effects of false face acting on emotion work was found statistically significant, sixth, effects of false face acting on burnout was statistically significant, seventh, moderating were found statistically significant and lastly, moderating effects of the relationship between emotion work from job autonomy and organization performance was not verified in job satisfaction, while emotion work, job autonomy, and interaction variable in service level were statistically significant.

• Journal of the Korean Dietetic Association
• /
• v.25 no.1
• /
• pp.17-29
• /
• 2019

This study examined sanitary education and performance of sanitary management among employees related to cooking in school food services in Sejong. A total of 193 subjects (19.2% for kindergarten, 42.5% for elementary school, and 38.3% for middle and high school) participated in this questionnaire survey. The frequency of sanitary education was highest at 63.7% once a month, and it was higher in the order of middle and high school, elementary school, and kindergarten (P<0.001). The most important contents of sanitary education were personal sanitary management (43.5%), food material management (25.9%), and sanitary and safety management of equipment and utensils (17.6%). The necessity of sanitary education recognized by the subjects was absolutely necessary at 69.9% and necessary at 28.0%. The application of knowledge from sanitary education is high in proper application at 50.8% and absolute application at 40.4%. The improvement effect after sanitary education was higher in kindergarten than in elementary school and middle and high school (P<0.01). The performance of sanitary management was high at 4.7 out of 5. In particular, personal sanitary management was the highest in elementary school at 4.8 followed in order by middle and high school (4.7) and kindergarten (4.6) (P<0.01). The necessity of sanitary education and the application of knowledge obtained from sanitary education to the food service showed a significant and positive correlation with the sanitary management performance (P<0.05, P<0.001). These results highlight that the need for customized sanitary education for institution types and an awareness of sanitary education by employees will enhance sanitary management in school food service.

• Journal of Digital Convergence
• /
• v.19 no.8
• /
• pp.173-184
• /
• 2021

For the current organizations, retaining executive members is one of the most important functions of human resource management. Given that importance, although executives' mobility becomes prevalent, most prior studies tended to focus on involuntary turnover of executive members. To fill this gap, the current theoretical paper suggests a model of executive voluntary turnover, drawing on the lierature of employee mobility and entrepreneurship. First, running a new business as a CEO negatively affects prior-firm performance, but collaboration between two firms mitigate the negative association. Second, spin-off positively affects prior-firm performance, but this is weakened as spin-off firm performance decreases. Finally, moving to a competitor negatively, while moving to a collaborator positively affects prior-firm performance.

• Management & Information Systems Review
• /
• v.33 no.3
• /
• pp.129-154
• /
• 2014

We are making products and services that we didn't easily think or even imagine when young and living using them. Consumer needs become more diversified, markets and technologies are being constantly changed, and corporate global competitiveness is getting intensified. Now, companies that don't change nor create new values cannot survive. The cycle of new products is faster, and therefore corporations should improve previous products continuously or create new values according to such a trend. This era requires 'creativity' for companies to overcome uncertainty and survive. Corporate creativity is not easily activated as financial and physical compensation unlike the work ability or performance. When there is an environment that people with various abilities, experiences and backgrounds can express their opinions freely, it becomes possible. Despite the importance, the studies have focused on creativity education so far instead of the viewpoint of corporate business administration. In addition, most studies have dealt with job characteristics and employees' personality factors rather than the process that is connected to actual performance. In other words, the studies on environmental factors that can lead motivation as situational characteristics of the employee's company in a current non-monetary and non-physical way are very insufficient. Therefore, this study aims to comprehensively examine the process of creating creative performance in the environment inside the company that the employee could approach most closely from the corporate deinstitutional perspective. As the major variables, job characteristics and supervisor's ethical leadership were selected, and the process that is connected to the creative performance was explained by means of motivation necessary to understand creativity of the organization and creative process engagement(CPE). The summary of the verification results is following. First, job characteristics and supervisor's attitude(ethical leadership) had positive effects on intrinsic motivation and creativity process engagement. Second, intrinsic motivation and creativity process engagement had positive effects on creative performance. Third, intrinsic motivation and creativity process engagement had mediated the relationship between job characteristics, supervisor's attitude and intrinsic motivation, creativity process engagement

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.16 no.5
• /
• pp.143-158
• /
• 2021

The purpose of this study is to suggest a direction for enhancing the mutual trust level between employees and managers by examining the effect of job satisfaction of electric power companies's employees and performance-oriented remuneration paid to them on awareness level of organizational justice and a trust in manager. Based on a significant positive relationship between employee's job satisfaction and trust in a manager, a significant positive relationship between employee's job satisfaction and perception of organizational justice, and a positive relationship between organizational justice and trust in manager, it was possible to confirm the mediating role of organizational justice between job satisfaction and a trust in manager. In addition, although performance-oriented remuneration did not have a significant effect on trust in manager directly, it was found to have a significant negative effect on distributive justice and procedural justice, but for interactional justice did not appear to have a significant influence. Because the autonomy of the labor budget is quite limited due to the government's total regulation on the size of the labor budget for public enterprises and due to the government's evaluation of management of public enterprises, it can be explained as having a negative effect on the perception of organizational justice. In addition, since the partial mediating effect of distributive justice and interactional justice was confirmed in the relationship between job satisfaction and trust in manager, the mediating effect of procedural justice was insignificant, it was confirmed that the need to establish and operate an internal HR management system based on smooth communication that employees can satisfy and accept can have a significant impact on trust in manager. On the other hand, because the negative complete mediating effect of distributive justice and procedural justice between performance-oriented remuneration and trust in manager was significantly confirmed, It is showing that employees' negative perceptions of performance distribution procedures and distribution results had a negative effect on trust in manager. The results of this study suggest that employees will perceive the organization as fair, and trust the manager who is the decision maker, when they are fully rewarded for their performance, with job satisfaction, a fair evaluation of their efforts, even if there are various factors that can influence managers to be trusted by their employees.

• Korean Journal of Community Nutrition
• /
• v.25 no.5
• /
• pp.374-385
• /
• 2020

Objectives: This study was conducted to examine the status of foodservice management, with special interest on sanitary and nutritional food service in elderly day care centers. Methods: A total of 79 employees who managed foodservice facilities in elderly day care centers were included in the survey. The contents of the questionnaire consisted of general characteristics, importance and performance of sanitary and nutrition management, the reasons for poor performance, factors necessary for improvement, and the employee's demand for support. Data analysis was conducted using the SPSS v25.0. Results: Sanitary management showed an average importance score of 4.84 ± 0.40 and a performance score of 4.70 ± 0.61 (t-value: 8.260). The item with the lowest performance score was personal sanitary management (4.58 ± 0.71). In nutrition management, the average importance score was 4.52 ± 0.68, and the performance score was 4.20 ± 1.00 (t-value: 9.609). There were significant differences between the average score of importance and performance in both areas. As a result of an Importance-Performance Analysis, items that were recognized as important but had relatively low performance was "personal hygiene", "ventilation" and "food storage". Also in the nutritional management area, "menu planning for disease management" and "checking the saltiness in the soup" etc. had very low performance with low importance recognition. The items shown in the "low priority" quadrant were those that required professional management skills. In the areas that demanded support in foodservice management, education about sanitary and safe institutional food service had the highest score (4.42 ± 0.74), and all other items showed a demand of 4 points or more. Conclusions: Foodservice managers recognize the importance of foodservice facility management but performance is relatively low. Institutional support is, therefore, needed to improve performance. For items with low importance, it seems necessary to improve awareness of the necessity of these items and to provide education in this regard. To gradually improve foodservice management, continuous provision of education and training in these areas are of great importance.