• Journal of Industrial Convergence
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• v.2 no.2
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• pp.3-30
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• 2004

This study intends to closely examine an evaluation of effectiveness of the HRM associated with interactions among employees(I), purpose recognition(P), role feedbacks(R), and motivative compensation(M). The following is a summary of the results of this research: From the study of the actual situation of the human resource management by the Korean firms, it appeared that the form of existence of vision systems possessed the form of having been written as documents and co-shared. And, although, in the area of motivation endowment and feedbacks, the level of motivation endowment regarding the comprising member by those in charge of departments and the level of reflection of the company's personnel policies in the execution of work by the departments were ordinary, the level of presenting the opinion of the departments regarding the company's personnel policies was shown to be low. And, the decisive elements of wages and the compensation standard were in the order of performance basis and long service. Also, it was analyzed that the leadership style of the CEO is the most important element that influences human resource management policies. And, it was analyzed that in the evaluation of the human resource management area the roles regarding evaluation and compensation, especially, the mutual interactions of the comprising members, feedbacks, and improvement activities are inadequate. And the managerial implications are discussed.

• Industry Promotion Research
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• v.5 no.1
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• pp.21-33
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• 2020

The purpose of this study is to investigate the impact of strategic human resource management perceived by members of SMEs on organizational performance and innovation behavior. In addition, the mediator effect of innovation behavior of organizational members on the relationship between strategic human resource management and organizational performance was verified using the statistical program SPSS 21.0 program. First, the hypothesis 1, strategic human resource management (adoption and compensation, job design, training and career management, participation in decision-making) was adopted by showing positive impact on the positive impact on organizational performance. Second, hypothesis 2, strategic human resource management (recruitment and compensation, job design, training and career management, participation in decision-making) was adopted after demonstrating statistically significant influence on innovation behavior. Third, the innovation behavior perceived by Hypothesis 3 organizational members showed a positive influence on organizational performance. Hypothesis 3 was therefore adopted. Fourth, as a result of verifying the mediating effect of innovation behavior in the relationship between hypothesis 4, strategic human resource management and organizational performance, innovation behavior was analyzed to be partially mediated. In other words, strategic human resource management of organizational members has a direct impact on organizational performance, but it can show a higher positive impact on organizational performance through innovation actions in its performance.

• Industrial Engineering and Management Systems
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• v.10 no.1
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• pp.54-64
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• 2011

The purpose of this study is to optimally allocate the human resources to tasks while minimizing the total daily human resource costs and smoothing the human resource usage. The human resource allocation problem (hRAP) under consideration contains two kinds of special constraints, i.e. operational precedence and skill constraints in addition to the ordinary constraints. To deal with the multiple objectives and the special constraints, first we designed this hRAP as a network problem and then proposed a Pareto multistage decisionbased genetic algorithm (P-mdGA). During the evolutionary process of P-mdGA, a Pareto evaluation procedure called generalized Pareto-based scale-independent fitness function approach is used to evaluate the solutions. Additionally, in order to improve the performance of P-mdGA, we use fuzzy logic controller for fine-tuning of genetic parameters. Finally, in order to demonstrate the applicability and to evaluate the performance of the proposed approach, P-mdGA is applied to solve a case study in a hotel, where the managers usually need helpful automatic support for effectively allocating hotel staff to hotel tasks.

• Journal of Information Technology Applications and Management
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• v.16 no.1
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• pp.77-96
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• 2009

The balanced scorecard has drawn attention from many researchers in various fields since its appearance in 1992. It became a norm for performance evaluation framework in many areas, such as marketing, information system evaluation, strategic planning, etc. Centered in the large companies in Korea, the balanced scorecard has been popularly used as a performance evaluation tool for human resource management. Now we Question its applicability to performance evaluation tool even in small business. This study tried to apply the balanced scorecard in developing an information system for performance evaluation in a small business. The study showed that the balanced scorecard can be nicely used in small business as a performance evaluation tool. The process of developing an information system is described in detail. The practitioners are to obtain a lot of insights in designing their human resource management systems from the study results.

• Korea Journal of Hospital Management
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• v.16 no.2
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• pp.53-77
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• 2011

This study is focused on analyzing whether strategic human resource management practices influence organizational effectiveness such as organizational citizenship behavior and customer orientation. In addition, it also aims to analyze the mediating effect of perceived organizational support between strategic human resource management practices and organizational citizenship behavior and customer orientation. The samples are from five Veterans Hospital and of 344 questionnaires collected, 311 were used in the final analysis. SPSS(18.0) and AMOS(16.0) were employed to describe data and test hypotheses. The findings are as follows: First of all, it is found that education and training and hiring management have positive effects on perceived organizational support while only education and training has a positive effect on organizational citizenship behavior. Secondly, results reveal that career management and hiring management influences customer orientation while only perceived organizational support does organizational citizenship behavior and customer orientation affects organizational citizenship behavior. Thirdly, it is also found that perceived organizational support mediates the relationship between career management and organizational citizenship behavior and that between hiring management and organizational citizenship behavior. In other words, perceived organizational support is a full mediator between career management and organizational citizenship behavior and between hiring management and organizational citizenship behavior because there is no direct effect of career management and hiring management on organizational citizenship. However, results show that any perceived organizational support doesn't mediate the relationship between all strategic human resource management practices and customer orientation.

• International Journal of Computer Science & Network Security
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• v.23 no.2
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• pp.133-139
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• 2023

As the old saying goes "a picture is worth a thousand words" data visualization is essential in almost every industry. Companies make Data-driven decisions and gain insights from visual data. However, there is a need to investigate the role of data visualization in human resource management. This review aims to highlight the power of data visualization in the field of human resources. In addition, visualize the latest trends in the research area of human resource and data visualization by conducting a quantitative method for analysis. The study adopted a literature review on recent publications from 2017 to 2022 to address research questions.

• International Journal of Computer Science & Network Security
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• v.23 no.11
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• pp.162-168
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• 2023

As the old saying goes "a picture is worth a thousand words" data visualization is essential in almost every industry. Companies make Data-driven decisions and gain insights from visual data. However, there is a need to investigate the role of data visualization in human resource management. This review aims to highlight the power of data visualization in the field of human resources. In addition, visualize the latest trends in the research area of human resource and data visualization by conducting a bibliometric analysis. The study adopted a literature review on recent publications from 2017 to 2022 to address research questions.

• Journal of the Korea Institute of Building Construction
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• v.8 no.5
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• pp.67-73
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• 2008

Recent trends in construction towards larger scale and taller buildings are causing problems by ineffective existing management approach in construction industry have emerged. Delivering necessary materials and mobilizing the human resources and equipment In a timely manner to keep labor on schedule have become a critical issue to be addressed. In particular, many specialty contractors carrying out multiple projects have been experiencing difficulties mobilizing the manpower on time and in right places due to poor communication at each stage of labor supply, resulting in waste of valuable resources. Hence, it's imperative for the specialty contractors to obtain specific information on labor demand so as to set up a communication and labor management system to ensure the right human resources will be mobilized in the right place at the right time. The study therefore is aimed at developing an optimal human resources management system for specialty contractors performing multiple projects. To that end, the study is focused on rebar and concrete work. The outcome of the study is expected to help allocate the right human resources to the right place in a timely fashion, thereby achieving an effective workflow at construction sites.

• Journal of the Korean Society for Railway
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• v.14 no.3
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• pp.300-311
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• 2011

In this study, the differences of labor-management cooperation and corporation performance resulted from integrated human resource management types is investigated for 12 urban railroad corporations and then the effect of labormanagement cooperation on the corporation performance is also verified. The results show that the labor-management cooperation and the corporation performance of "closed immersion type" and "opened flexibility type" integrated human resource managements are higher than those of "conservative management type" and "poor management type" integrated human resource managements. As a result of the effect of labor-management cooperation on the corporation performance, it is revealed that "individual cooperation" affects all the corporation performances such as train operation stability, customer's satisfaction, management innovation, self-supporting management, and job satisfaction, whereas "collective cooperation" affects only two coporation performances, management innovation and job satisfaction.

• Journal of Korea Society of Digital Industry and Information Management
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• v.14 no.1
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• pp.87-101
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• 2018

The purpose of this study is to develop the measuring instruments for evaluation criteria for Malcolm Baldrige National Quality Award(MBNQA), suitable for ICT Industries, and to analyze the cause-effect relationship between those criteria through aforementioned instruments. MBNQA is formed with seven categories: Leadership, Strategic planning, Focus on patients, other customers and markets, Measurement, analysis and knowledge management, Human resource focus, Process management and Results. As excluding the Human Resource Focus category, this study empirically examined the cause-effect relationship among six categories. In order to empirically examine the research model, this study calculated Cronbach's alpha and reliability index, thus examined the reliability and executed Exploratory Factor Analysis. Furthermore, Average Variance Extracted(AVE) is used to verify the discriminant validity. Lastly, the hypothesis testing was made complete through significance test on the paths between variables. The result of this study shows that both leadership and social responsibility have direct cause-effect relationship with Measurement, analysis and knowledge management, Human resource focus, Process management and also that this relationship has direct impact on Human resource focus, Measurement, analysis and knowledge management as well, consequently exerting influence on the result through Process management, Finance and Market data.