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

• Journal of Technology Innovation
• /
• v.2 no.1
• /
• pp.89-115
• /
• 1994

Japanese firms have developed their own distinctive human resource management(HRM) practices for R&D scientists and engineers. These practices consist of homogeneity of work group, standardized in-house training programs, great standardization and company control of careers, and broad job rotation following the process of commercialization of developed technology. These practices facilitate human and informational exchange and sharing between basic laboratories and development departments as well as between R&D and marketing department which contribute to the ket competitive advantage of Japanese products. But recently Japanese firm are forced to change their HRM practices. They face some srious problems in continuing their long0standing strategy of being a rapid and skillful‘ technology follower’,drawing on the basic research performed in the advanced nations and embodying it in products that are produced with high quality at relatively lower cost. There is a growing trend of strengthening basic research among Japanese firms today. In accordance with the emphasis on basic research, Japanese firms have been adopting new HRM practices for scientists and engineers which are in the opposite direction of the traditional one. These newly developed practices stress on individual vitality rather than group cohesiveness from the fusion of individual difference. These include heterogeneity of work group, multiple career paths to be chosen by individuals, incentive plan based individual performance.

• Asia Pacific Journal of Business Review
• /
• v.5 no.2
• /
• pp.1-18
• /
• 2021

This present study investigatesed the impact of the team innovation-oriented human resource management (HRM) practices on employees' turnover intention among financial, pharmaceuticals, distribution, and manufacturing industries in Korea. Furthermore, we explored whether risk perception of turnover and the cost of changing job would mediate the relationship between team innovation-oriented human resource management practices with employees' turnover intention in different industries in Korea. To that end, PLS structural equation modeling was used to exam the research hypothesis. We have found that team innovation-oriented HRM practices have a significant impact on employees' turnover intention. Moreover, we have discovered risk perception of turnover and the switching cost of changing job playing mediating role in the relationship of team innovation-oriented HRM practices with turnover intention among different type of industries employee. Lastly, the theoretical implications were discussed based on these findings.

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

• The Journal of Asian Finance, Economics and Business
• /
• v.8 no.1
• /
• pp.519-529
• /
• 2021

This study aims to investigate the impact of Human Resource Management Practices (HRMP) on improving Employee Performance (EP). The study is accomplished by hypothesizing the impact of HRMP on EP, additionally, this impact is theorized to be mediated through job satisfaction. Employee engagement is also taken into account because of the potential moderating effect it has within the theorized model. Data was collected from 480 questionnaires which were distributed among commercial banks' workers in Jordan and were analyzed using structural equation modeling techniques (SEM), path analysis, and confirmatory factor analysis (CFA). Analysis of a moment structures (AMOS) software version 24 was applied to complete our analysis. The results show that HRMP had a positive impact on EP, as well as job satisfaction and its components (job stability and job enrichment). The mediating role of job satisfaction (enrichment and stability) was discovered. Finally, employee engagement emerged as a moderating variable linking HRMP and EP. The findings of this study show the importance of the role played by job satisfaction and employee engagement in achieving human resources performance goals. Future analysis is recommended to gain deeper insight into the relationship between HRMP, job satisfaction, worker training, and performance appraisal.

• The Korean Journal of Health Service Management
• /
• v.6 no.1
• /
• pp.247-258
• /
• 2012

Nurses are critical human resources for the hospitals. However, in Korean hospitals, human resource management practices for nurses are not well established, and nurses' turnover rates are very high. Although the causes and tasks for shortage of nurses are analyzed, suggestions for the specific ways of HRM management practices for hospital managers are rare. In this article, the management challenges for nurses are discussed, and high commitment human resources management model for nurses are suggested. And future research directions and topics are suggested.

• Convergence Security Journal
• /
• v.5 no.3
• /
• pp.43-57
• /
• 2005

This paper is about a study on human resource management for information security in the age of information warfare. this study reviewed the current status of human security resource forces for information warfare and derived problems of current practices of various organizations. Based on the analysis of the current practices the author suggested several ideas for solving the problems various. The suggestions include 1) establishment of security manpower concept, 2) set-up of manpower requirement, ideas, 3) establishment of systematic educational system, 4) standardization, etc.

• International Commerce and Information Review
• /
• v.7 no.4
• /
• pp.77-94
• /
• 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 Navigation and Port Research
• /
• v.37 no.5
• /
• pp.471-480
• /
• 2013

Pay-for-performance plans are some of widely used human resource practices in many firms, including shipbuilding, for productivity and motivational improvement purposes. Such plans play an important role in industries that are highly labor-intensive, and where effective management of human resources is critical to business operations, such as the shipbuilding industry. Those practices can have large impact on employee performance and ultimately company competitiveness. Research studies that show how such incentive plans improve productivity and reported pattern of adoption by firms have spurred the use and adoption in many firms. However, there are also researchers who point out that there are negative consequences to using incentive plans. Therefore it is important for companies to carefully consider the practices they use. In this paper, I discuss research findings that support the practices and critical viewpoints related to pay-for-performance plans. Research findings from Korean literature are, then, discussed. The shipbuilding industry is chosen because proper human resource management is critical in reducing turnover and increasing employee satisfaction. Through a shipbuilding company case, problems related to using pay-for-performance incentive plans and how they affect work-related issues of employee morale, cooperation, and teamwork will be discussed. While positive aspects have been emphasized to drive greater adoption among firms, the resulting consequences of the pay plans need to be seriously considered and improvements upon the plans made by firms. Improvement suggestions are discussed in the conclusions and implications.

• Asia-Pacific Journal of Business
• /
• v.3 no.2
• /
• pp.23-33
• /
• 2012

Sustainable competitive advantage depends on formulation and implementation of appropriate human resource management (HRM) strategies and deployment of their competencies effectively in dynamic and complex environment. Competencies deployment is an approach to make decisions on the intentions and plans of organization concerning employment relationship and its recruitment, training, development, performance appraisal, reward and employee relations policies and practice. The improvement of organizational effectiveness is an overall objective of people management in organizations. In light of these, this study explores the present practices of HRM like: HR departments, HR policies and strategies, HR planning, recruitment selection and placement, training and development, performance appraisal, compensation and benefit, employee relations and communications. Based on the survey in 204 Nepalese organizations as a unit of analysis, the study concludes that HR practices in few organizations have action program for minorities, ethnic group, older employees and people with disabilities. Due to centralized organizational structure, most of HR decisions are taken into central office and line managers being involved highly in planning and implementing HR policies. In a nutshell, though HRM practices are not developed like developed countries, Nepalese organizations are realizing the significance of people management at work and changing their practices in the present dynamic environment.