• International Journal of Advanced Culture Technology
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• v.9 no.1
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• pp.52-57
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• 2021

Most internet companies in China are learning from Xiaomi Corporation's management model and to improving their organizational structures and human resource management practices. This study analyzed the development situation of Chinese Internet economy and the Internet thinking of Xiaomi which is a role model of Chinese Internet companies. In addition, we studied Xiaomi's organizational structure, human resource management, employee training, performance management and incentive system. In particular, Xiaomi's human resource management system has a great influence on the company's high performance and efficient service culture. Furthermore, the organization of Xiaomi is horizontally divided into three floors (7 key founders, department heads, and employees), each floor is managed by one founder. Xiaomi is interested in and considers not only the work of new employees, but also personal issues, and is concerned with the work of others in performance management and shares responsibility. Xiaomi adopts a unique and rational human resource management model, guaranteeing a lot of work autonomy for employees, and improving organizational performance.

• Journal of Family Resource Management and Policy Review
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• v.12 no.2
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• pp.73-93
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• 2008

The purpose of this study was to analyze the effects of workers' human resource development and their recognition of human resource on-the-job satisfaction. A sample of 4,727 workers that was selected from Korea Labor Panel Data was analyzed by t-test and multiple regression, and was tested by causal effects among related variables. The major findings were as follows: First, the workers' recognition of their job performance level vs. educational attainment was affected by their annual income, job status, educational attainment, gender, and experiences of human resource development. Second, the workers' job satisfaction was affected by gender, age, educational attainment, health status, job status, annual income, experiences of human resource development, recognition of their job performance level vs. educational attainment, and recognition for their job availability. Third, the factors that had a causal effect on workers' job satisfaction were educational attainment, gender, age, health status, annual income, and experiences of human resource development. Above all, workers' educational attainment had a strong direct effect on job satisfaction, and annual income had a strong indirect effect on it. From these findings, it can be concluded that workers' effort and trial for development and investment of human resource played an important role in increasing job satisfaction.

• Korean Security Journal
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• no.54
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• pp.181-202
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• 2018

This study was conducted to investigate the effect of strategic human resource management on job stress and occupational commitment of security workers. A sample of 188 persons was extracted using the SPSS 18.0 program as a significant sampling method for the security worker. Frequency analysis, correlation analysis, and multiple regression analysis were conducted according to the purpose of the data, and the following conclusions were drawn. First, strategic human resource management has a significant effect on job stress. Second, strategic human resource management has a significant impact on occupation. Third, job stress had a significant effect on occupation commitment. That is, two factors of strategic human resource management and job stress play a decisive role in occupation commitment, and job stress plays an important role as a parameter. In conclusion, if we select the factors of strategic human resource management needed for each organization and develop new methods and competitiveness, it will be very helpful for qualitative growth of security industry.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.1
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• pp.195-203
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• 2020

Substantial growth in the economy and extensive use of natural resources has become a major issue in the modern world. Organizations have started to worry about the environment and are beginning to invest in and practice green strategies. Companies should be responsible for the environment and use sustainable methods to run their businesses. The main purpose of this study is to explore the conceptual approach to Green Human Resource Management (GHRM) practices and Corporate Environmental Responsibility (CER) in the hospitality industry. The theoretical framework of GHRM practices such as green recruitment, green selection, green training and development, green performance appraisal, green reward and compensation, and corporate environmental responsibility have been comprehensively studied for this purpose. Green Human Resource Management in the hospitality sector is a less studied and rarely implemented phenomenon. The integration of GHRM and CER along with green competitive advantage and green supply chain management in hospitality is new concept in hospitality industry. Study suggests that Corporate environmental responsibility (CER) and Green Human Resource Management (GHRM) have a significant role in the hospitality industry. However, for sustainable development of tourism and hospitality, this concept should be capitalized with necessary research and development.

• Knowledge Management Research
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• v.11 no.2
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• pp.57-73
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• 2010

This research investigated the effect of human resource practices on knowledge sharing. We developed and tested a mediation model of how human resource practices affect shared vision and codes which facilitates knowledge sharing. A field study of the R&D centers in knowledge-intensive industries showed that commitment-based human resource management systems were positively related to shared vision and codes and knowledge sharing, and the relationship between HR practices and knowledge sharing was fully mediated through shared vision and codes. This study contributed to the extant literature pertaining to the antecedents of knowledge sharing through focusing on the role of HR practices and shared vision and codes.

• Korea Journal of Hospital Management
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• v.17 no.1
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• pp.59-78
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• 2012

The purpose of this study is to evaluate on the fitting with human resource practice and strategic on 6 public hospital in the point of resource based view. At the result of this study, public strategy is not much fitted into HRM(human resource management) system, but it shows positive result of the fitting with efficiency strategy and HRM system. These results were associated with the integration of G Medical Center. Generally 6 public hospitals of the HRM system and the strategy had not been linked. They also did not achieve a great outcome. We suggest that the manager in charge of each hospital make strategies of the hospital, and then evaluates about fitting with HRM system. We hope, hereafter, it applied the analysis methods that evaluates it with financing result and individual non-financial result all together.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.56
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• pp.101-120
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• 2012

Changes in the global business environment continue at an accelerated pace. The 21st century maybe remarked, perhaps, for its hot issues on globalization and diversity. Diversity may arise in terms of ethnic, gender, age and culture. Cultural diversity out of all stands out in front in modern times as more multinational companies operate internationally resulting more people to start living abroad and work with people from different cultures. In recent years, these multinational companies realized the important roles human resource management play in international trade since cultural diversity is very influential on their work performance. A well-managed human resources will ensure organizations' success to a great extent. This paper touches the field of cultural diversity and introduces human resource management of international trade as a way to handle diversity matters faced by international organizations.

• Journal of Korea Trade
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• v.23 no.8
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• pp.27-44
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• 2019

Purpose - The purpose of this paper is to develop a tractable general-equilibrium model of examining the impact of human resource management on intra-industry trade. Commonly, managers of Korean firms are promoted internally. It necessitates a study of human resource management and its impact on an industrial equilibrium. Design/methodology - This paper relies on theoretical analysis. We build a model in firms are hierarchical; an entrepreneur, managers, and workers. All individuals have heterogeneous managerial talents, which are the main source of managerial quality. Firms search talents for prospect managers, and eventually delegate them to supervise workers. The searching incurs a sunk cost. Findings - Our finding is as follows. Country 1, relatively abundant of managerial talents, can gain more from trade than Country 2, relatively scarce of managerial talents. This is because the higher searching cost leads to the lower survival rate of firms in Country 2. Implicatively, good jobs are destroyed, and aggregate income falls in Country 2. Originality/value - According to our study, relative abundance of managerial talents affects distribution of firm size and determines trade gain. This study can contribute to the literature of organization management and trade.

• Korea Journal of Hospital Management
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• v.9 no.1
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• pp.95-114
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• 2004

The purpose of this study was to identify the relationship between organizational culture based on the competing values approach, human resource management practices and organizational performance at a hospital. Participants were 138 employee in a general hospital. Data were collected during May, 2003 using four structured instruments. The data were analyzed using Chi-square test, One-way ANOVA, $scheff{\acute{e}}$ test and Cluster analysis. Three clusters were derived from cluster analysis. The first cluster consisted of cultures which were mixed developmental, consensual, hierarchial and rational culture equivalently. The second cluster consisted of the weak cultures, which was lower score than other clusters. The third cluster consisted of strong comprehensive cultures, which had higher score than other clusters. In the three clusters, hierarchial and rational culture were superior. The difference between human resource management practices and organizational commitment in organizational performance according to organizational culture clusters was found to be statistically significant. The cluster which had strong comprehensive cultures, in contrast to other clusters, more significantly affects on human resource management practices and organizational commitment. However, the strength of organizational culture does not have a significant effect on customer oriented service performance in organizational performance. These results showed that types of organizational culture were significantly related to human resource management practices and organizational commitment, and understanding the existing culture is essential to develop the organization of hospitals.

• Journal of Korean Library and Information Science Society
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• v.47 no.2
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• pp.359-386
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• 2016

The purpose of this study is to investigate factors influencing individual job satisfaction and organizational commitment for maximizing organizational performance. And it aims not only for analyzing direct effects of organizational human resource management system on organizational achievement, but also for ones of high commitment system with empowerment, organizational justice, organizational culture, turnover intention and so on. Also, instead of measuring the achievement of organizational and individual level respectively, this study shows the integrated model of correlation between organizational human resource management and individual achievement.