• International conference on construction engineering and project management
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• 2007.03a
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• pp.601-610
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• 2007

Responding to the fierce market competition and trying to cut personnel costs, the construction industry in Taiwan is adopting atypical employment in human resource. To discover this trend, this study employed a questionnaire survey to investigate the current use of atypical employment by domestic contractors and its possible impacts on the industry. According to the 103 returned valid questionnaires, 40.8% of the respondent contractors have applied some atypical employment types in recent three years and most of them used fixed-term employment. The major reasons the contractors used atypical employees are to reduce personnel costs, to deal with business fluctuations and to streamline personnel. According to the respondents, there is no significant difference between the advantages and disadvantages of using a large number of atypical employees in the short term. However, in the long term, atypical employment is generally more disadvantageous than advantageous.

• International journal of advanced smart convergence
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• v.13 no.2
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• pp.154-165
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• 2024

The purpose of this study is to investigate the relationship between organizational culture (innovation culture, relationship culture, hierarchy culture, task culture) as perceived by organizational members and its impact on organizational justice and job performance. This contributes to providing additional data for the revitalization and development of the organizational system for efficient management and operation measures included in the organization's sustainable management. To this end, the hypothesis established through the traditional process of quantitative research was tested as follows. First, organizational culture showed a positive effect on organizational justice. Second, organizational culture had a positive (+) effect on job performance. Third, organizational justice was significantly analyzed in terms of job performance. In other words, the importance of systematic re-establishment and continuous implementation of organizational culture (innovation culture, relationship culture, hierarchy culture, task culture) and organizational justice consistent with organizational characteristics was emphasized in order to improve job performance, which is the result of organizational competitiveness. In addition, it is the aspect of drawing practical implications for strategic human resource management and human resource development to systematically improve it.

• Industrial Engineering and Management Systems
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• v.4 no.1
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• pp.47-53
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• 2005

The efficiency of fabrication (fab) operation is one of the key factors in order for a semiconductor manufacturing company to stay competitive. Optimization of manpower and forecasting manpower needs in a modern fab is an essential part of the future strategic planing and a very important to the operational efficiency. As the semiconductor manufacturing technology has entered the 8-inch wafer era, the complexity of fab operation increases with the increase of wafer size. The wafer handling method has evolved from manual mode in 6-inch wafer fab to semi-automated or fully automated factory in 8-inch and 12-inch wafer fab. The distribution of manpower requirement in each specialty varied as the trend of fab operation goes for downsizing manpower with automation and outsourcing maintenance work. This paper is to study the specialty distribution of manpower from the requirement in a typical 6-inch, 8-inch to 12-inch wafer fab. The human resource planning in today’s fab operation shall consider many factors, which include the stability of technical talents. This empirical study mainly focuses on the human resource planning, the manpower distribution of specialty structure and the forecast model of internal demand/supply in current semiconductor manufacturing company. Considering the market fluctuation with the demand of varied products and the advance in process technology, the study is to design a headcount forecast model based on current manpower planning for direct labour (DL) and indirect labour (IDL) in Taiwan’s fab. The model can be used to forecast the future manpower requirement on each specialty for the strategic planning of human resource to serve the development of the industry.

• Journal of Family Resource Management and Policy Review
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• v.12 no.2
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• pp.31-55
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• 2008

Human capital theory and social capital theory provide a framework for analyzing economic well-being. The purpose of this study was to investigate the effects of human capital and social capital on the economic well-being of the elderly. The data from the 1st wave of KLoSA (Korean Longitudinal Study of Aging) were used (n=3,426). The major findings were as follows: First, human capital and social capital are both resources that can contribute to increasing the economic well-being of the elderly. Second, the effects of human capital on the economic well-being of the elderly were relatively higher than the effects of social capital. Third, the relative contributions of human capital and social capital to increasing economic well-being varied by sex, age, and region. Based on the empirical results, the implications for social investment in human capital and social capital were provided.

• Management & Information Systems Review
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• v.32 no.3
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• pp.153-172
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• 2013

Small and medium-sized enterprises(SMEs) have limited human and material resources than large firms. SMEs are characterized by high risk and dynamic working environments. Thus human resources having knowledge and technologies are very important factor for survival and performance in SMEs. Recently, as core employee group is a key asset to firm competitiveness, many SMEs attend to set up core employee policy and system. The purposes of this research are to examine the effect of core employee policy and core employee management system on competitiveness of human resource and organizational commitment in SMEs. The major findings of the research are core employee policy have non-significant influence core employee management system, core employee policy have positive influence competitiveness of human resource, core employee management system have non-significant influence competitiveness of human resource, and competitiveness of human resource have positive influence organizational commitment in SMEs.

• Journal of Family Resource Management and Policy Review
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• v.9 no.3
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• pp.31-43
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• 2005

The purposes of this study were to (1) examine the sub-dimensions of time management behaviors and satisfaction with time management, and (2) to identify the variables that can affect satisfaction with time management. Data was collected through an Internet survey answered by 611 working men and women. The data were analyzed using descriptive statistics, factor analysis, and multiple linear regression analysis. As a result of the study, the sub-dimensions of time management behaviour were extracted into three subordinate categories, which were, planning, human relation orientation, and urgency. The sub-dimensions of the satisfaction with time management were extracted into three subordinate categories, which were, satisfaction with the management results, satisfaction with time distribution, and satisfaction of spare time. Management result satisfaction displayed a positive relationship with planning and work time. The satisfaction with time distribution displayed a positively relationship with planning, relations-intention, the level of education, and sleeping time, while displaying a negative relationship with work time. Also, Women tended to be more satisfied with time distribution than men. Finally, the satisfaction of spare time was positively related with age, while negatively related to urgency and work time.

• Proceedings of the Korean Radioactive Waste Society Conference
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• 2018.11a
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• pp.33-34
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• 2018

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

• 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.

• Proceedings of KHEA Conference
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• 1997.07a
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• pp.243-243
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• 1997