• 한국시뮬레이션학회논문지
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• 제22권3호
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• pp.55-69
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• 2013

기업의 전략은 환경 변화에 따라 변화하며 전략의 변화에 따라 최적화된 인적자원관리 제도를 도입 및 실행해야 경영성과 극대화를 달성할 수 있다. 그러나 실질적으로 기업의 자원 및 시간은 한정되어 있기 때문에 활동들 간의 상대적 중요도를 고려하여 우선순위에 따라 단계적으로 추진해야한다. 본 연구는 "CART 앙상블" 분석을 통해 제조업에서의 보편적 관점 및 기업규모 및 전략유형에 따른 상황적 관점에 따라 HR제도 중에서 기업성과를 가장 잘 설명할 수 있는 제도를 찾고 분석결과를 통하여 고성과를 위해 우선적으로 도입해야 할 HR제도의 우선순위를 탐색하였다. 분석결과 보편적 관점에서 기업은 최우선적으로 전략과 인사부서의 통합정도를 높이는데 힘써야 하며, 경영 의사결정 참여도를 높이는 것과 업무속도/방법에 대한 자율재량을 높이는 것이 중요한 것으로 나타났다. 상황적 관점에서도 공통적으로 전략과 인사부서의 통합정도를 높이는 것이 중요하게 나타났으나 그 외의 사항들은 다양한 양상으로 나타났다. 본 연구는 기업의 다양한 상황에 따른 HR제도 우선순위를 파악하는데 주요한 결과를 제시하였다.

• Journal of Astronomy and Space Sciences
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• 제35권4호
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• pp.295-308
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• 2018

In this study, orbit determination (OD) simulation for the Korea Pathfinder Lunar Orbiter (KPLO) was accomplished for investigation of the observational arc-length effect using a sequential estimation algorithm. A lunar polar orbit located at 100 km altitude and $90^{\circ}$ inclination was mainly considered for the KPLO mission operation phase. For measurement simulation and OD for KPLO, the Analytical Graphics Inc. Systems Tool Kit 11 and Orbit Determination Tool Kit 6 software were utilized. Three deep-space ground stations, including two deep space network (DSN) antennas and the Korea Deep Space Antenna, were configured for the OD simulation. To investigate the arc-length effect on OD, 60-hr, 48-hr, 24-hr, and 12-hr tracking data were prepared. Position uncertainty by error covariance and orbit overlap precision were used for OD performance evaluation. Additionally, orbit prediction (OP) accuracy was also assessed by the position difference between the estimated and true orbits. Finally, we concluded that the 48-hr-based OD strategy is suitable for effective flight dynamics operation of KPLO. This work suggests a useful guideline for the OD strategy of KPLO mission planning and operation during the nominal lunar orbits phase.

• Journal of Information Technology Applications and Management
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• 제15권3호
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• pp.111-125
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• 2008

The management of organizational Human Resource is steadily shifting away from pure hierarchical to market mechanisms that involve external vendors. HR Business Process Outsourcing (BPO) has recently emerged as a significant administrative innovation in an organization's strategy. Our paper attempts to understand firm-specific factors influencing the scope of HR BPO needs. Study results show that IT maturity and firm size are influential factors on the scope of HR BPO needs. We hope that our attempt at empirically examining and predicting this emergent phenomenon will stimulate others to look at this important strategic challenge facing firms from a theoretical perspective. Such research initiatives will allow us not only to better understand this complex phenomenon, but also to drive useful management prescriptions grounded on theory-based research.

• Journal of Information Technology Applications and Management
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• 제27권6호
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• pp.75-87
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• 2020

The Human Resource (HR) system comprises of various interrelated HR practices that forms the bundles. These bundles of Human Resource practices impact the organizational performance. The hard and soft HR bundles are the two sets of the same continuum that describes the strategic approach of the HR system. The purpose of this study is to identify the hard and soft HRM practices from the literature and then empirically test them with the help of factor analysis. The study is conducted on the service industry employees in India. The survey includes the employees from the middle and top-level executives of the service firms. The sample size for the study is 160. Principal component analysis with VARIMAX rotation and Confirmatory Factor Analysis was used to obtain the results. The data analysis was done on SPSS V.20 and AMOS V.22. The results provide knowledge of the HR practices under the hard and soft HRM bundles implemented in the service industry.

• Journal of Korea Trade
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• 제25권4호
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• pp.108-127
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• 2021

Purpose - On the basis of knowledge transfer theory, we empirically explored how three types of human resource (HR) innovation knowledge exchange within a Chaebol drive the global subsidiary performance of the headquarters (HQ) of a Chaebol's globally affiliated companies. Design/methodology - Using a sample of 176 Korean HQ firms of the top 53 Chaebols and 1,061 of their foreign manufacturing subsidiaries (n = 1,061), we tested the relationship between the exchange of explorative and exploitative sustainable HR innovation knowledge among HQ firms of Chaebols, their subsequent transfer of technical HR knowledge via technical schemas, and the subsequent impact on the global subsidiary performance. Findings - The Chaebols' decisions about the three strategic knowledge management options (i.e., the degree of exchange of explorative and exploitative technological HR innovation knowledge and the extent of HQ-subsidiary HR knowledge transfer) have highly significant relationships with the global subsidiary performance. The results help explains the conditions under which the explorative versus exchange of exploitative sustainable HR innovation knowledge pays off by showing the moderating role of the degree of HQ-to-subsidiary technical HR knowledge transfer, at least in the case of the Chaebol as one representative type of the emerging-market business groups. Originality/value - As the first of its kind in the field of sustainable HR innovation knowledge management at the business group level, the present study makes a clear contribution in demonstrating how the performance of Chaebols' manufacturing subsidiaries depends greatly on their strategy for management of knowledge, as reflected in the choices they make about sharing both explorative and exploitative sustainable HR innovation knowledge among HQ firms and the subsequent transfer of HQ's sustainable HR innovation knowledge to the foreign subsidiaries.

• 산업융합연구
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• 제13권4호
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• pp.11-28
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• 2015

A company have to grow constantly. If a company does not grow and stagnant, it will be finally out of the market. The contemporary companies fully make use of M&A to search for new growth engines. The reason of companies using M&A as a important tool of a business strategy is the fastest way to achieve technology power, market power, competitiveness. The form of M&A was that leading companies take over smaller companies or merger and acquisition between small companies in the middle of 2000. But now, Mega mergers between industry leading companies often occur and especially domestic of course M&A of foreign companies occurs actively. These days the boom of stock market and the big companies are pouring on sale by restructuring, privatization and the basis of low interest will make the M&A market continuously. In this study, I suggest a solution of actual human resources management by analyzing proven M&A cases and search for various problems of a gap in the leadership and communication in connection with integration of organization culture after M&A. First of all, I arrange the theoretical concept of the subject and analyze the key factors of the success M&A cases, lastly I suggested a HR strategy after M&A. After M&A, HR strategy is ; First, a company have to build a organization culture which is that merger company accommodate a excellent organizational characteristic of predecessor company with consideration of culture difference. Second, M&A must proceed to remove of anxiety about the future and employment stability by excellent leaderships. Third, organization integration after M&A is influenced by the level of integration for that reason it was verified that M&A have to make progress by communication of each 2 organizations.

• 통상정보연구
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• 제7권4호
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• pp.77-94
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• 2005

The successful knowledge and information based companies facilitate to restructure the industry and strengthen the national competitiveness in the future. The advent of information age provides us new challenge because the information breakthrough can play a pivotal role in terms of knowledge transfer in the human resource management. This research focuses on best practices of human management and contrasting the human resource strategy of Japanese and American firms respectively, Based on this, we suggest the strategic alternatives of the described HR problems as well as the way of effective human resource management for Korean venture firms. We have reviewed the previous international and domestic literatures in details to understand HR liabilities of newness of venture firms in terms of the population ecology. The objective of this research is to solve the HR problems that Korean firms faced with.

• Journal of Information Technology Applications and Management
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• 제28권4호
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• pp.33-43
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• 2021

While youth unemployment has recorded the lowest level since the global COVID-19 pandemic, SMEs(small and medium sized enterprises) are still struggling to fill vacancies. It is difficult for SMEs to find good candidates as well as for job seekers to find appropriate job offers due to information mismatch. To overcome information mismatch, this study proposes the fine-turning model for bidirectional HR matching based on a pre-learning language model called BERT(Bidirectional Encoder Representations from Transformers). The proposed model is capable to recommend job openings suitable for the applicant, or applicants appropriate for the job through sufficient pre-learning of terms including technical jargons. The results of the experiment demonstrate the superior performance of our model in terms of precision, recall, and f1-score compared to the existing content-based metric learning model. This study provides insights for developing practical models for job recommendations and offers suggestions for future research.

• Journal of Information Technology Applications and Management
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• 제27권6호
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• pp.141-151
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• 2020

The job mismatch between job seekers and SMEs is becoming more and more intensifying with the serious difficulties in youth employment. In this study, a bi-directional content-based metric learning model is proposed to recommend suitable jobs for job seekers and suitable job seekers for SMEs, respectively. The proposed model not only enables bi-directional recommendation, but also enables HR matching without relearning for new job seekers and new job offers. As a result of the experiment, the proposed model showed superior performance in terms of precision, recall, and f1 than the existing collaborative filtering model named NCF+GMF. The proposed model is also confirmed that it is an evolutionary model that improves performance as training data increases.

• 한국정보처리학회:학술대회논문집
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• 한국정보처리학회 2013년도 춘계학술발표대회
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• pp.1103-1106
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• 2013

지속적인 세계 경제 침체와 급속한 경영환경 변화 속에서 세계 각국과 기업들은 생존을 위해 글로벌 인재들을 확보하고 있다. 이미 세계적인 기업들은 전 세계에 흩어져 있는 수천, 수만의 글로벌 인재들을 고용하고 있으며, 글로벌 인재들의 역량을 최대한 활용하여 지속 가능한 경쟁력과 새로운 기술들을 창조하기 위해 노력하고 있다. 이미 전 세계는 글로벌화 되었고, 각기 다른 문화와 환경에서 모인 글로벌 인재들을 얼마나 잘 활용하여 시너지를 창출하고 지속적인 경쟁력을 강화시켜 인류 생존에 필요한 기술들을 창출 할 수 있느냐가 세계적인 이슈로 자리 잡고 있다. 수많은 해결책이 존재하지만 인적자원을 효율적으로 활용 할 수 있는 글로벌 차원의 통합된 HR 솔루션에 대해 분석한다.