• East Asian Journal of Business Economics (EAJBE)
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• v.11 no.2
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• pp.81-89
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• 2023

Purpose - Several previous studies have been completed on oriental art therapy's impact on problem-solving and innovation in business workers. However, there is a definite research gap in how it reduces stress within the impacts oriental art therapy on business workers. Therefore, this research will be significant in finding out what oriental art therapy has reduced work-related stress and increased satisfaction among business workers. Research design, data, and methodology - For this research, the dependent variable was the significance of oriental art therapy, and the dependent variable was reducing work-related stress and increasing the satisfaction of business workers. The study's hypothesis was oriental art therapy reduces work-related stress and increases the satisfaction of business workers. A quantitative quasi-experimental pilot design was the most appropriate for this study. Result - This research figured out that the art therapy affect significantly reducing work-related stress among business workers, removing the level of anxiety, improving employee's feeling, and so leading to improvement in communication and collaboration each other in the organization. Conclusion - The results of the investigation imply that oriental art therapy can significantly improve the workers' satisfaction in a business. The research shows how successfully some of the interventions introduced in the medical supply company fully transformed the workers' lives.

• Korean Business Review
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• v.18 no.2
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• pp.83-110
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• 2005

To comprehend the present state of performance evaluation and management systems and their problems, we examined performance evaluation and management systems that have been used in the public sector and figured out their limits and problems in practical use and then, we searched, from academic basis, for ways to solve those problems and complement the limits. Especially, we focused on developing practical solutions that can be applied to a budget and human resource effectively. We expect this research will provide to public sector a comprehensive foundation for understanding the core concept of myriad theories of performance management in public sector including "Balanced Scorecard" and for finding out the limits and problems of each theories, then it can prepare the alternatives in advance. But the research is restricted within the general guideline for performance management. It doesn't provide practical and detailed action programs that are needed for actual execution. So, further studies on particular action programs are needed to compliment this limit and for coming to stay of performance management system in the public sector quickly, the enactment of performance management is needed as well.

• Information Systems Review
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• v.11 no.2
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• pp.45-66
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• 2009

A number of companies are considering for merger and acquisition (M&A) as one of business strategies for their growth and survival. However, many of them do not create the synergy they had sought, and failed M&A, often result in negative outcomes in terms of productivity, market share, profitability and turnover of qualified employees. There have been numerous research studies conducted to analyze the factors that determine the success and failure of M&A, and it has been found that with the increasing dependence of many companies on information systems, post-M&A IS (information systems) integration success has a critical effect on the success of M&A. However, there have been very few studies on post-M&A IS integration success, and most have been restricted to integration of IS organizations or physical information systems. In order to conduct a comprehensive research on the factors that affect the success of post-M&A IS integration, this study surveyed preceding researches on not only information systems but also strategic management, economics, finance, HRM (human resource management) and organization management. Based on the findings, a comprehensive and integrated model of the influential factors on post-M&A IS integration has been proposed. The proposed model categorizes the factors into perspectives of M&A, strategy, organization, HRM and IS, and provides an empirical evaluation of each factor on the success of IS integration based on comparative case studies.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.4
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• pp.133-145
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• 2015

This study investigates the relationships between the characteristics of the succession process and organizational performance as well as the moderating roles of strategic HRM practices in these relationships. Data was collected from 256 successors and HR managers(128 for each) in South Korean family businesses where the succession process either had been completed or was currently underway around time of data collected and analyzed. Our results indicate that the provision of successor training is positively related to organizational performance, while the clarity of the incumbent's role after succession, communication of the decision regarding succession, and the incumbent's propensity to step aside are not significantly related to organizational performance. Further, our results confirm (a) the moderating effects of strategic staffing practices between communication of the decision regarding succession and organizational performance, and (b) the moderating effects of strategic staffing practices between the incumbent's propensity to step aside and organizational performance. The theoretical and practical implications of these findings are discussed.

• Journal of the Korea Society for Simulation
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• v.22 no.3
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• pp.55-69
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• 2013

Managers are required to adopt and implement the human resource management practice that fit firm's strategy the most, so that optimize overall performance. However, the time and relative resources that any firm has are limited, which demands managers to understand the relative importance of all sorts of HR practice and promote them in an order of their relative importance. This study follows the universal perspective and contingency perspective(according to firm size and strategy type), try to identify the most effective HR practice on performance as well as their relative importance by "CART Ensemble" analysis. The results are as follows. From universal perspective, firms always need to high level of integration between strategy and HR department, decision making participation, autonomy of speed of working, and autonomy of way of working. Contingency perspective also suggested the importance of integration between HRM and strategy. But others are different case by case. This study suggests useful implications for managers.

• Educational Technology International
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• v.8 no.1
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• pp.17-39
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• 2007

The purpose of this study was to identify the relationships among organizational commitment, job satisfaction, and learning organization culture. This study was conducted in five sub-organizations of one Korean conglomerate company. One thousand employees were randomly and proportionately selected, with 669 useable cases obtained, for a response rate of 67%. The organizational commitment instrument used from the "affective, continuance, and normative commitment" scale (ACNCS) of Allen and Meyer (1990). The "Dimensions of Learning Organization Questionnaire" of Watkins and Marsick (1997) was used to measure learning organization culture. The short form MSQ (Minnesota Satisfaction Questionnaire), developed by Weiss, Dawis, England, and Lofquist (1967), was the third instrument used. Descriptive statistics, correlational statistics, and inferential statistics (ANOVA and t-tests) were used. Organizational commitment (except for continuance) is moderately and positively related to job satisfaction and moderately and positively related to learning organization culture. In addition, learning organization culture is weakly to moderately and positively related to job satisfaction. No differences by age were found. Four-year college graduates are more likely to have higher creating continuous learning opportunities in learning organization culture than graduate school degree holders. Males are likely to have higher affective and continuance organizational commitment than females. Employees working in R&D, Engineering, and Manufacturing (REM) are likely to have higher continuance organizational commitment than do other types of jobs. Employees are more likely to have higher learning organization culture and job satisfaction than assistant managers. Assistant managers have higher continuance organizational commitment than managers. Managers generally have higher organizational commitment, learning organization culture, job satisfaction than assistant managers. They also have higher learning organization culture than employees. Employees who had worked for less than four years in their current job and organization have higher promoting inquiry and dialogue in learning organization culture than those who have worked for ten years or more. Employees in the insurance organization have higher affective organizational commitment, learning organization culture, and job satisfaction than those of the other organizations. Finally, employees of the electronic company have higher continuance organizational commitment in learning organization culture than those of other companies. In summary, this research enables CEOs and HRD and HRM practitioners to view organizational commitment, learning organization culture, and job satisfaction as important variables in exploring diverse ranges of topics related to the workplace. And then, they can diversely apply their management, interventions and practices to fit these diverse characteristics.