• 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.

• Proceedings of the Korea Information Processing Society Conference
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• 2015.04a
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• pp.428-430
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• 2015

보안은 오직 기술을 관리하는 것이 아닌 사람관리, 조직관리, 경영관리이다. 그 중에서도 인적자원은 모든 산업에서 가장 중요한 자원임과 동시에 보안의 측면에서 볼 때 가장 통제해야 하는 존재이다. 이는 산업보안에서 가장 큰 이슈인 산업기술 기밀 유출이 주로 전 현직 임직원 및 협력업체 직원 등 인적자원을 통했기 때문이다. 미래 산업의 중심이 될 IoT환경에서는 산업기술이 핵심자산이므로 이에 더 주목해야 할 필요가 있다. 이처럼 인적자원에 대한 통제와 관리가 산업보안에서 중요한 의미를 갖는 것에 비해 기존의 보안관리체계의 통제항목은 대부분 IT적인 부분에 치중되어있다. 또한, 체계적인 운영이 부족하고, 산업스파이, 정보절취 등 다양한 위험요소가 존재한다. 특히, 인적자원은 완벽한 예측이 불가능하므로 위험을 최소화하는 방법을 고안해 대는 것에 유념하여 IoT환경에서의 인간중심적인 보안관리체계 구축해야한다. 이를 위해 기존의 정보보호 관리체계 분석을 통하여, 기존의 인적보안 지침들의 적합성을 따져 우선순위를 적용하여 효율적인 인적자원관리 방법론을 설계하였다. 본 연구결과는 보유자원을 가장 효율적으로 활용하여, 그 조직에 적합한 보안체계를 구축하는데 도움이 될 것으로 기대된다.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.11
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• pp.4888-4894
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• 2011

This study conducts an empirical analysis using AMOS and PASW of the effect for the management innovation infra-especially, mission statement and strategy and HRM practices to organizational performance. The study confirms that management innovation infra has an influence on the HRM practices. It partly confirms the effect of HRM practices on the relationship between organizational performance-turn over rate.

• Korean small business review
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• v.42 no.3
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• pp.27-42
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• 2020

The purposes of this study are to summarize the past studies on human resource management (HRM) published in Asia Pacific Journal of Small Business and to propose the future research directions. This study selected 33 HRM papers (3.1 % of all published papers) and classified them depending three yardsticks. First, this study investigated the frequency and the trend of each year and, as a result, it demonstrated the variations in published papers depending on the publication year. Next, on the basis of the research theme, this study divided 33 papers into two parts; a general HRM vs. a specific HRM practice. The result showed that most studies focused on the specific HRM practice. Lastly, with regard to methodology, this study classified them into a conceptual paper, a case-study, and empirical research, and the result showed that most studies are empirical-based papers. Based on the trends, this study proposed three issues in terms of the number of research, research theme, and methodology, and suggested future research directions for HRM in small-medium enterprises.

• Journal of the Korea Society of Computer and Information
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• v.26 no.2
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• pp.79-88
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• 2021

In this paper, we propose a API Gateway technique for the expansion of human resource management module, one of the ERP functions. The institution has introduced ERP (Enterprise Resource Planning) based on its efforts to transform all human and physical resources into business competitiveness and its response to the digital knowledge informatization environment, and listed it as multiple success factors. Human resource management is one of the factors that have been dealt with. However, ERP's Human Resources Management Module remains in the role of functional personnel management. How to utilize human resources begins with navigating and recognizing human resources. The proposed API Gateway technique leverages blockchain networks to design and implement APIs for human resource sharing and navigation, including the possibility of extending ERP's human resource management module. Secondly, it was designed and implemented using a smart contract that behaves like an API for preventing information forgery. The proposed method will not only be used as a tool that can actively utilize human resources, but will also be a complete resource for utilizing big data technology.

• 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.

• Convergence Security Journal
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• v.24 no.3
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• pp.239-247
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• 2024

This study analyzed the impact of strategic human resource management on organizational effectiveness and corporate performance targeting security personnel working in a physical security company. To this end, a survey was conducted from April 15 to May 17, 2024 targeting 130 security managers working in physical security-related companies. In the survey, the variables were divided into "strategic human resource management, organizational effectiveness, and corporate performance." As a result of the analysis, among the research hypotheses, "Strategic human resource management ⇨ organizational effectiveness, organizational effectiveness ⇨ corporate performance, strategic human resource management ⇨ corporate performance" were all adopted. In order to increase the performance of security companies, organizational effectiveness must be improved, and to this end, efforts must be maintained to improve strategic human resource management within the company. In order to improve strategic human resource management in the future, it is necessary to present all the job skills that new employees must have and provide sufficient training opportunities on the job before being put into the field.

• Management & Information Systems Review
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• v.30 no.2
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• pp.27-56
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• 2011

As the importance of small and medium-sized enterprises(SMEs) has increases, it has been accompanied by an increase in the amount research attention paid to the factors contributing to the competitiveness of SMEs. Human resource management(HRM) should be the central themes of the discussion. This study is performed to provide basic and broad information of the current state of HRM in SME as the first step for such an effort. The conditions of HRM and the degree of introduction and utilization of six different HRM practices, incentive regulation, complaints handling system, suggestion system, employment stability system, performance evaluation system, and regular education and training, are analyzed through the data collected form 763 SMEs of four industries in Daegu, Only 2 percent of responding companies had been formed unions, 43% evaluate their employment conditions are difficult. And 39% of the SMEs appraise their human resources are more competitive than those of other companies. The ration of introduction of regular education and training system is highest and that of performance evaluation is lowest among the all responding companies. In addition, employment stability system is found as the most actively utilized HRM practice. The implications of these results and future research directions are suggested.

• International Commerce and Information Review
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• v.15 no.1
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• pp.135-159
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• 2013

The globalization of business is making it more important than ever to understand how international human resource can be utilized more competitively. This study explores how the international human resource strategies between global integration and local responsiveness affects the company's competitive advantage. The findings for global integration strategy suggest that when a subsidiary is highly dependent on the parent company's resources and the findings for local responsiveness suggest that when a subsidiary is highly dependant on the host country's resources and institution. This study proposes competitive advantage by the global integration strategy and local responsiveness strategy. The effects of IHRM to create value for company's core competence was analyzed. Two IHRM strategic choices will affect the different competences such as integration and localization abilities. This paper also suggests the two kinds of core competences of IHRM strategies how impact on company's performance.

• 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.