• Culinary science and hospitality research
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• v.6 no.3
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• pp.5-23
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• 2000

This study aims at suggesting an alternative plan on the efficient management of human resource of Hotel Foodservice Industry. The study breaks down into education/training, wage. welfare benefits. and human relations as is shown below; First Education/training should be conducted systematically in accordance with the contents and targets of the education & training program and directly be 1inked with personnel evaluation, so that the employees who faithfully devoted themselves to the program can get a fair reward. Second, job-evaluation-based wage system should be added flexibly to the seniority system to rationalize the current wage system and thereby resolve the problems inherent in the seniority system. Third, employees are required to participate in welfare benefit program and should be encouraged to use the program as a way of making good use of spare time. the introduction of education/training system is intended to recharge the spirits of employees and induce active life style, thereby contributing to the improvement of productivity. Fourth, Human Relations Program is needed to foster good human relations. Especially called for is the program which can lead to the improved productivity of the organization and provide incentives to human resource.

• Knowledge Management Research
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• v.22 no.1
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• pp.85-103
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• 2021

While there is a rapid transition to smart work due to COVID-19, not many studies have measured the changes in organizational culture after firm-wide institutionalization of smart work. Through a questionnaire and a series of stakeholder interviews, this study examined how and to what extent employees' perception of organizational culture changed after the introduction of smart work in a large leisure service company H in South Korea. The working culture of the organization is measured as the changes in the organizational members' perception on seven dimensions: strategic innovativeness, organizational flexibility, fair human resource management, rational decision making processes, organizational vitality, trustful collaboration, proactive leadership. The results demonstrated that, after the introduction of smart work, the organizational members' perception on strategic innovativeness, organizational flexibility, organizational vitality, trustful collaboration have declined significantly while the changes in fair human resource management, rational decision making processes, and proactive leadership are insignificant. Though found to be insignificant, follow up interviews revealed that participants think that the role of management leadership is very critical for the smart work systems to be institutionalized successfully. While the smart work may have different effects depending upon industry or organizational characteristics, this study present a case for changes in organizational culture after institutionalizing smart work. Implications are discussed with further research issues at the end.

• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.2
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• pp.43-54
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• 2021

Purpose - This study aims to build other studies and research on the perception and association of fair hiring policy and employee job satisfaction. The reviews and further research of the performance appraisal and employee satisfaction topics provided a basis to conduct this study based on the challenges that result from equality hiring perception on the performance appraisal on the job satisfaction by employees. Research design, data, and methodology - The author collected many textual contexts from mostly peer-reviewed academic journals, which means that academic comprehensive integrity can be obtained by qualitative approach for this study with discussing and following a constructive review analysis. The content analysis aims to determine a textural dataset in the longtime frame from the newest textural information. Result - There is little doubt that this study was significant and relevant to the relationship between fair hiring policy and worker's job satisfaction, indicating that an organization that practices a fair hiring policy positively affects employee job satisfaction. After all, the employee needs are well catered for and meet appropriately. Conclusion - This study suggests that fairness extensively relies on the organization's ability to identify and eliminate any form of performance challenges regarding equity and has proved and determined the significant relationship between fair hiring policy and employees' job satisfaction

• The Journal of Industrial Distribution & Business
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• v.14 no.7
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• pp.1-7
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• 2023

Purpose: The present research is to explore and investigate the meaningful difference between job-based pay and skill-based pay in the current literature to shed light on the advantages and caveats of two compensation approach, providing direction for human resource practitioners looking to develop efficient and fair compensation plans. Research design, data and methodology: The methodology based on Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) was used for this research. The PRISMA technique is generally considered the gold standard since it guarantees openness, repeatability, and rigor. Studies comparing salaries based on work duties versus those based on individual skills published in English and accepted for publication in peer-reviewed journals are eligible for inclusion. Results: According to the comprehensive literature analysis, the present research provides clear comparison between Job-based pay and skilled-based pay, pointing out a similarity and four differences (1. Criteria for pay determination, 2. Flexibility, 2. Job Scope, and 4. Career progression. Conclusions: The result of the current research implies that human resource professionals would be well to learn the effects of various compensation structures on career advancement, and suggests for them that employees can take advantage of chances to advance in their careers based on right compensation schemes.

• Journal of Digital Convergence
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• v.14 no.4
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• pp.315-324
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• 2016

This study, investigating the differences of public hospital employees' communication, motivation, mutual trust, working conditions, fair compensation, job satisfaction, is to identify the factors affecting organizational performance. Through this, an alternative is suggested, which can maximize organizational performance of hospital employees. The period was from October 5 to October 31, 2014 to collect the data from 232 subjects working in public hospitals. ANOVA and regression analysis were conducted and the finding shows that communication, motivation, mutual trust, working conditions, fair compensation, job satisfaction have a significant difference (p<0.05) based on job categories. In addition, the factors affecting organizational performance were communication and fair compensation (p<0.001) for nursing job, age and employment type (p<0.05) and fair compensation (p<0.001) for Medical Support, motivation and fair compensation (p<0.001) for administrative job. The efforts to improve human resource management in their organization which is able to inspire a sense of belonging should be followed.

• Journal of Industrial Convergence
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• v.1 no.1
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• pp.159-169
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• 2003

In the 21st century, a time for smaller companies is fast approaching. A lot of people believe that the small and mid-sized companies will be a main force for industry. However, this concept could only be possible after we find some solutions for the general, labor shortage problem. Specifically, the majority of these challenges stem from improper distribution of labor within each company's divisions. These labor shortages have been influenced by a variety of exogenous (human) variables. The sources of the most serious problems come from the lack of appropriate labor and their fair wages. The work environment is also a contributing factor. These items are considered to be serious challenges to the development of smaller enterprises. The purpose of this study is to explore these difficulties. For solving the labor shortage, enterprises and government should offer employees supportive benefits. Enterprise companies should make an effort to improve their work environments. Companies should also use innovative strategies to raise labor compensation. With this in mind, smaller firms should struggle to retain their employees for an extended period of time and commit to an organizational business strategy. Governments should try to develop a higher recognition of smaller enterprises. They should create human power recruitment, development, and recourse policies as needed. Furthermore, they should manipulate existing policies to support human resource development that aids these companies to be more competitive with larger ones. Additionally, it is necessary to develop new, creative programs to help with the social recognition of smaller enterprises.

• Culinary science and hospitality research
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• v.6 no.3
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• pp.373-389
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• 2000

This study is about job change hotel kitchen cook. addition, through case analysis, by choosing three hotels in Seoul, the relation job changes was found out, and through the interviews with cooking employees for more than three months, their opinions and reliabilities were collected and analyzed. The surveyed questionnaires were analyzed and studied through SPSS WIN Package, reliability analysis, factor analysis, frequency analysis, correlation, and distribution analysis and T-test were conducted to figure out the population statistical difference. According to the study results. those employees who thought kitchen environment, internal and external working conditions. the welfare for the employees are the most important factors in case of changing jobs scored over average 4 in the statistical analysis. For this reason, in order to reduce the rate of job changes the hotels efforts for and interests in appropriate compensation, improvement of working environment. continuous educational training, fair human resource management, and maintenance of good relation with co-workers are necessary.

• Culinary science and hospitality research
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• v.21 no.3
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• pp.212-231
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• 2015

This study aims to understand the relationships between antecedents (recognition, empowerment, fair rewards, procedural justice(PJ), perceived organizational support(POS) and consequence(turnover intention(TI) of job engagement in a super deluxe hotel's F&B departments. Based on a total of 402 useful samples obtained for the empirical research, this study reviewed reliability and fitness of the research model and verified total 6 hypotheses with through the use of the AMOS statistical program. The hypothesized relationships in the model were tested simultaneously by using a structural equation model(SEM). The proposed model provided an adequate fit to the data, ${\chi}^2=668.894$(p<.001), df=373, CMIN/DF=1.794, GFI=.901, AGFI=.877, NFI=.928, CFI=.967, RMSEA=.044. The model's fit, as indicated by these indexes, was deemed satisfactory, and thus provided a good basis for testing the hypothesized paths. The results show that recognition, empowerment, fair rewards, PJ, and POS had a positive significant influence on job engagement. In addition, job engagement had a negative significant influence on TI. Through this it was confirmed that an optimized organization(working) environment reduced employees' turnover intention by increasing their job engagement level. Therefore, it is suggested that F&B departments at super deluxe hotels design various internal marketing programs from the perspective of efficient human resource management. Implications and limitations, as well as future research directions are also discussed.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.12
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• pp.233-239
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• 2021

The objective of this study is to find out the factors affecting the employees' loyalty in private joint-stock commercial banks in Mekong Delta, Vietnam. Then, possible solutions can be proposed, which can be implemented to improve employees' engagement in private joint-stock commercial banks in Mekong Delta, Vietnam, in the future. The author conducted a survey of 300 employees at 6 private joint-stock commercial banks in 6 provinces in Mekong Delta: An Giang, Tra Vinh, Can Tho, Ben Tre, Soc Trang, and Tien Giang. The author also used the Cronbach Alpha reliability analysis method, exploratory factor analysis (EFA), and multivariate regression analysis. The results show the degree of influence of factors on employees' loyalty - according to decreasing importance: Income, Job characteristics, Working environment, Colleagues, Leadership. The authors propose some solutions based on the research findings, including focusing on assigning the right employees to the right jobs, creating a competitive and fair working environment, focusing on a reasonable income policy, and transparency in working relationships to help bank managers in the Mekong Delta, Vietnam improve human resource management to improve employee loyalty to private joint-stock commercial banks in Vietnam.

• The Korean Journal of Franchise Management
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• v.9 no.2
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• pp.7-16
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• 2018

Purpose - Turnover Intention in the franchise industry is becoming a very important issue. This study examines the structural relationships between organizational justice, emotion, job satisfaction, and turnover intention in the franchise industry. In this model, emotion was classified into two sub-dimensions such as positive and negative emotion. Research design, data, methodology - The sample of this study collected from employees of a food-service franchise company is representative. Copies of the questionnaire along with a cover letter were delivered by a research assistant to the human resources manager or the general manager of the selected food-service franchise firms after they agreed to participate in the study. In order to increase the response rate of the respondents, a small gift was provided to the respondents who completed the questionnaire. A total of 300 questionnaires were distributed and 285 returned responses, 9 responses were not usable due to missing information. Thus, a total of 276 responses were used using structural equation modeling with Smartpls 3.0. Results - The results showed that organizational justice had positive significant effects on positive emotion and job satisfaction. Job satisfaction had negative a significant effect on turnover intention. And negative emotion had positive significant effect on turnover intention. Conclusions - The results of this study provide some implications. If employees feel that the franchise headquarters is fair about the methods and procedures of decision making, resource allocation, information sharing, etc., it means that employees feel better. If the franchise's decision-making processes and methods and results are transparently disclosed and processed in accordance with the internal rules of the company, the employees will be able to fully understand and accept them. The results of this study also show that positive and negative emotions of service-based franchise employees have different effects on job attitude and organizational behavior. In particular, when negative emotions of employees are passed on to others and the results are negative, employees may feel that they are disoriented or wrong. Therefore, the franchise headquarters should try to inspire employees' sense of organizational community, and should pay attention to how to relieve the job stress and the fair distribution of work and rewards.