• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.3
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• pp.61-102
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• 2007

This study empirically analyzed how human resource management(HRM) practices affect the performance of venture firms using The results of the study are as follows: First of all, several HRM practices were found to affect organizational performance significantly. Specifically, ${(1)}$ recruitment and selection practices were negatively related to turnover, which seemed to mean that effective staffing including development of good recruitment pools and rigorous selection process lower turnover, and ${(2)}$ training and development, compensation, and labor-management relations were positively related to subjective performance of the firms, which implied that as the venture firms provide more opportunities of training and development to employees, provide compensation on the basis of performance, and develop cooperative labor-management relations, the subjective performance of the venture firms Increases. Secondly, negative interaction effects were found to exist between competitive strategies and HRM practices on organizational performance. Specifically, ${(1)}$ the interaction between differentiation strategy and compensation were significantly related to turnover, ${(2)}$ HRM planning and training and development interacted with differentiation strategy to significantly affect subjective organizational performance, and ${(3)}$ HRM planning, selection, training and development, compensation and communication practices interacted with technology innovation strategy to affect subjective organizational performance. So far, there have not been many studies which deal with HRM practices of venture firms in Korea. Thus, it is hoped that this study stimulate more research efforts on theory development and empirical studies on HRM practices of venture firms. Also, it is hoped that government conduct more policy studies and provide more resources in HRM area of the venture firms. Specifically, it is suggested that government take proactive steps to improve industrial skilled staff and technical researcher systems in order to alleviate the problems of workforce shortages in venture firms. And it IS also suggested that regional human resource development programs be introduced with the participation of the firms, local governments, and universities.

• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.4
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• pp.1-15
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• 2021

Purpose - In a difficult time for a firm, it seems impossible to change circumstances by a firm. Nevertheless, the firm must do whatever it can do by however it can do. Therefore, the purpose of this study is to analyze the effect of HRM practice on organizational effectiveness with the status quo of the firm as a moderator. Based on the result of this study, the managerial implication could be suggested as a contextual response to each status quo of the firm in improving and managing organizational effectiveness by HRM practice. Research design, data, and methodology - This study measured organizational effectiveness with employee satisfaction and organizational commitment. HRM practice includes two HR management areas, HR system, and HR attitude. HR system includes education & training and additional wage welfare. HR attitude includes employee stress and empowerment. As for the status quo of the firm, this study considered three construct; firm feature, strategic feature, environment change feature. This study analyzed 397 employees of 24 company data from the 7th HCCP of KRIVET. Result - Hypothesis 1 through Hypothesis 3 were partially supported. The results of this study suggest that to increase organizational effectiveness(job satisfaction and organizational commitment), employee stress and education & training participation need to be managed. And circumstance of an organization as given the Status Quo of the firm needs to be managed differently like firm size, environment change in demand, and technology. Conclusion - This study suggests best-practice implications based on the result between HRM practice and organizational effectiveness. And also suggest differentiation in management to increase the best-fit in management.

• Journal of Information Technology Applications and Management
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• v.21 no.1
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• pp.107-136
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• 2014

This study aims to suggest research implications that may contribute to preventing turnover of personnel in small and medium sized software companies. A research model is developed based on the Bergiel, et al. (2009) and Woo and Hwang (2010). This model describes how human resource management (HRM) practices (compensation, recognition, job autonomy, technical capability development, work-life conflict) affect turnover intention, through the mediating effects of job satisfaction and job embeddedness. 177 questionnaires are collected and analyzed. Validity and reliability of measures, and appropriateness of the structural model are verified. Results of the hypotheses testing are somewhat different from the expected ones: Only compensation and technical capability development are significant, but the remaining variables are not significant in affecting job satisfaction and job embeddedness. As for turnover intention, job embeddedness and job satisfaction are proved to be significant predictors. From the analyses of data, subsequent interview with several respondents and additional data analyses, more research implications are derived. The study has a limitation of not including more diverse variables that might affect job embeddedness and job satisfaction of so called road warriors.

• Asia-Pacific Journal of Business
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• v.14 no.1
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• pp.281-294
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• 2023

Purpose - The purpose of this study is to explore the determinants of the organizational level for the advancement of smart factory. We suggested three determinants of the organizational level such as CEO's entrepreneurship, high-involvement human resource management, and cooperative industrial relations. Design/methodology/approach - The population of our survey was manufacturing SMEs, and we took a sample and conducted a survey of 232 companies. Since the level of smart factory advancement, which is a dependent variable, was measured on an ordinal scale, ordinal logistic regression analysis was used to test the hypothesis. Findings - The higher the level of high-involvement human resource management, the higher the level of smart factory advancement. As the level of high-involvement human resource management increases by one unit, the probability of smart factory advancement increases by 22.8%. On the other hand, the CEO's entrepreneurship did not significantly affect the level of smart factory advancement. Interestingly, the cooperative industrial relations negatively affected to the level of smart factory advancement, contrary to the hypothesis prediction. Research implications or Originality - This study explored determinants at the organizational level that affect the advancement of smart factories. Through this, various implications are presented for related research and policy fields.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.22 no.9
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• pp.1185-1190
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• 2018

As a countermeasure to the increasing workforce diversity worldwide, this study addresses the need for an ICT (information communication technology) based diversity management function and identifies the role of e-HRM (electronic-human resource management), which enables this function. ICT has essential for the survival and growth of a company. And it is strategically crucial to recruit and manage a workforce efficiently that comprises individuals not only with diverse demographic backgrounds in terms of gender, race, and age, but also with diverse personal history in terms of educational background, functional background, and the number of years working at a previous job, because these are directly related to organizational performance. Based on the fact that only the organizations that utilize ICT adequately in managing diversity can gain a competitive advantage, this paper discusses the implications of ICT-based diversity management for organizations and managers.

• Korean Journal of Labor Studies
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• v.24 no.2
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• pp.409-441
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• 2018

This study is a case study about the Valero Energy Corporation, the largest American independent refinery company, examining the characteristics of human resource management as a union avoidance strategy. The main research questions here are whether union substitution strategy differs clearly from union suppression strategy in the context of Valero Energy. Since the establishment in 1980, the Valero had maintained non-union tradition. The typical examples of human resource management in the non-unionized American companies are easily found in the Valero, such as strong CEO leadership, manpower policy emphasizing corporate culture and teamwork, direct communication between company and individual employees, no lay-off policy and no outsourcing policy of HRM, salary level around average of industry and best level of fringe benefits in the industry, non-union tradition and well-functioned alternative dispute resolution system and so on. Until now, based on tremendous growth and profitability, the company have applied union substitution method adopted by good companies as concrete method of union avoidance strategy instead of union suppression method that marginal enterprise prefers.

• The Journal of the Convergence on Culture Technology
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• v.6 no.1
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• pp.99-104
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• 2020

This paper examines the performance according to the combination pattern of HRM and business strategy. The business strategy was divided into Miles & Snow's prospector, defender, and analyzer. Data were collected from the Korea Labor Institute's workplace panel survey from 2005 to 2015, and the analysis used 465 companies that are common respondents of the six wave surveys. To test the research model, structural equation modeling was employed. The results of the analysis showed that the combination of high commitment HRM and prospector had a positively significant effect on the performance. Contrariwise, the combination of high commitment HRM and defender, the combination of high commitment HRM and analyzer were not significant effect on performance.

• The Journal of the Korea Contents Association
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• v.19 no.8
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• pp.159-171
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• 2019

The purpose of this study is to provide academic and practical implications through empirical analysis on the moderating role of SHRM that is relatively lacking in the relationship between CLMRC and performance. In order to achieve the research purpose, data were collected from 123 CEOs of Korean companies. The reliability and validity of the collected data were examined and the hypothesis was verified by hierarchical regression analysis. The results of this study show that CLMRC has a meaningful positive(+) effect on both net profit and sales per person, and SHRM has shown to have a moderating effects between CLMRC and sales per person, CLMRC and net profit. Through this analyzes, CLMRC can enhance the management performance, and in this process, the more strategic the human resource management(HRM) is, the more the impact on the management performance is strengthened. Implications for CLMRC and SHRM, limitations of the study and suggestions for future researches are discussed.

• The Journal of the Korea Contents Association
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• v.13 no.2
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• pp.412-419
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• 2013

Firm's competitive advantage and profitability can be gained over competitors by human resources and human resource management that are characterized by idiosyncrasies or differentiation. Yet, the results of previous studies have been a emerging consensus that the isomorphism and homogeneity of HRM and HR practices among firms regardless of thoese industrial areas, size, organizational settings, etc. are universal. Based on the previous studies of similarities of HRM, the paper theoretically investigates the background and reasons of introducing similar HR practices among firms. The paper shows the dynamism of HR system in Korean firms, adapting a new HR system. Three types of reasons are found, coercive isomorphism, mimetic isomorphism, and normative isomorphism. However, it is also discussed that there is an important gap in the theoretical and empirical research. More empirical research is suggested in order for gaining meaningful results on HR studies.

• The Journal of Industrial Distribution & Business
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• v.14 no.6
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• pp.27-35
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• 2023

Purpose: Convergence and social ripple effects caused by the Fourth Industrial Revolution, which encompasses new technologies in various fields, will have a great impact on the beauty industry structure and market economy. This review reviewed the literature on the changes in the employment environment of the Korean beauty industry due to the 4th industrial revolution and the countermeasures of the beauty industry accordingly. Research design, data and methodology: Using the October 2022 PRISMA flowchart, it is a review of changes in the employment environment of the beauty industry, the need for human resource management of beauty workers, and the employment environment to be applied to the beauty industry in the future. Results: Changes in the employment environment in the era of the 4th Industrial Revolution, the current state of the beauty industry, and reviews on beauty industry workers were collected, and a direction for training beauty industry workers was presented. Conclusions: This study presented the direction of the beauty industry in preparation for changes in the employment environment of the 4th industrial revolution and suggested that research is needed to actively establish human resource management (HRM) to overcome the problem of fostering talent in the beauty industry.