• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.3
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• pp.100-108
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• 2016

The purpose of this study is to present a business strategy plan to increase organizational effectiveness of small and medium-sized enterprises. The research investigated in the level of human resource activity, such as recruitment, education, evaluation, compensation and development for the employees and executives who are working at small and medium-sized enterprises where located in Busan and Gyongnam province. With this, the research carried out actual proof analysis on the level of human resource activity effects on organization effectiveness like job satisfaction and organizational commitment. The following implications can be acquired from the result of multiple regression analysis on the 201 employees of small and medium enterprises. First, small and medium-sized enterprises should carry out human resource management activities and improve research and development capacity to enhance organization effectiveness. Second, in order to improve job satisfaction of the members of small and medium-sized enterprises, the management should concentrate on recruitment activity and reward maintenance management activity and come up with strategies to enhance learning ability and external network ability. Third, in order to enhance organizational commitment of the members of small and medium-sized enterprises, recruitment activity, training activity, and reward maintenance management activity should be carried out and the management should come up with strategies to enhance learning ability and external network ability. In this research, the objective was only to find out antecedents of organization effectiveness, but considering that causality might arise among the antecedents, in the studies hereafter, the verification on the structural relationship of various factors will be needed.

• Korean Journal of Social Welfare Studies
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• v.44 no.3
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• pp.147-175
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• 2013

The purpose of this study is to examine the effects of the organizational characteristics and interorganizational network level on social welfare organizationas' effectiveness using structural equation model. For achieving this purpose, this study defined organizational effectiveness as financial, human and physical resource capability according to resource systems approach. Organizational characteristics variables included the number of qualified staff, degree of resource dependency, the proportion of government subsidies, the main organizational philosophy, establishment year, the attitude of top manager and the number of informal ties. Interorganizational network variables were divided by outdegree centrality and indegree centrality. The data collected from women's welfare organizations in Seoul through survey method. The analysis tools used the UCINET 6.245 for the network analysis and AMOS 18.0 for the structural equation model. The results of this study are as follows. The factors affected on the financial resource capacity were the number of qualified staff, the proportion of government subsides and the indegree centrality. Meanwhile, only indegree centrality directly influenced on the human resource capability. The significant affecting factors on physical resource capacity were the number of qualified staff, the attitude of top manager and informal ties. Based on these results, the implications of this study and the ways to enhance social welfare organization's effectiveness were discussed.

• Management & Information Systems Review
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• v.38 no.2
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• pp.47-66
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• 2019

The purpose of this study is to investigate the mediating role of proactive behaviors in the mechanism which job crafting affects organizational effectiveness. Through this study, we tried to contribute to the following theoretical and practical aspects. First, we tried to extend the theoretical discussion by identifying the relationship between job crafting, proactive behavior, and organizational effectiveness. Second, we provide practical implications for Korean organizational members based on proven job crafting, proactive behavior, and organizational effectiveness, and contribute to creating a work environment that enhances job satisfaction and reduces turnover intention. The results of this study are as follows. First, increasing structural job resource, increasing social job resource and increasing challenging job demand, which are sub-factors of job crafting, had a positive effect on job satisfaction. Second, increasing structural job resource, increasing social job resource and increasing challenging job demand, which are sub-factors of job crafting, had a negative effect on turnover intention. Third, job crafting had a positive effect on proactive behavior. Fourth, proactive behavior mediated the relationship of increasing structural job resource, increasing social job resource, increasing challenging job demand, and job satisfaction. Fifth, proactive behavior mediated the relationship of increasing structural job resource, increasing social job resource and turnover intention. This study provides an understanding of the impact of job crafting on organizational effectiveness and is expected to contribute to future research on job crafting.

• The Journal of the Korea Contents Association
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• v.20 no.12
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• pp.58-73
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• 2020

The purpose of this study is to empirically analyze the relationship between organizational commitment, job satisfaction, education and training, human resource development, and communication in Korea's financial industry. In particular, the mediating relationships between organizational commitment and job satisfaction, education and training, human resource development, and communication were examined in order to provide a better understanding of organizational commitment. A structural equation model was used for the empirical analysis of this study. As a result of the study, it was confirmed that education and training, human resource development, communication, organizational commitment, and job satisfaction are correlated within the Korean financial industry. Furthermore, organizational commitment was found to have mediating effects on education and training, human resource development, communication, and job satisfaction. Based on these results, this study emphasizes the importance of education and training for organizational commitment in the Korean financial industry. In particular, this study establishes the importance of a culture of trust within organizations through human resource development programs, communication for job satisfaction, and organizational performance to face changes in the post-COVID era. In the future, more in-depth qualitative studies are required to derive factors related to the employees of financial companies and to conduct comparison analyses with companies in other industries.

• Journal of Korean Society for Quality Management
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• v.51 no.2
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• pp.263-282
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• 2023

Purpose: This study aimed to examine the impact of FSSC 22000 food safety management system characteristics on the business performance of food-related companies and to verify the mediating effect of organizational capabilities in the relationship between them. Methods: To achieve this, a survey was conducted among employees of food companies in Seoul and the metropolitan area that have implemented the FSSC 22000 food safety management system, and the following main results were derived. Results: First, the FSSC food safety management system factors, such as measurement/analysis and improve- ment, documentation, management responsibility, and service and product realization, were found to have a significant positive (+) impact on organizational capabilities. The relative impact was in the order of measurement/analysis and improvement, documentation, management responsibility, and service and product realization. Second, organizational capabilities were found to have a significant positive (+) impact on business performance. Third, the FSSC food safety management system factors, such as measurement/analysis and improvement, management responsibility, resource management, and documentation, were found to have a significant positive (+) impact on business performance. The relative impact was in the order of measure- ment/analysis and improvement, management responsibility, resource management, and documentation. Fourth, the factors of management responsibility, resource management, measurement/analysis and improvement, and documentation, excluding resource management factors, were found to have a positive impact on business performance through the mediation of organizational capabilities. Conclusion: The results of this study may provide important implications for the implementation and efficient operation and management of the FSSC 22000 food safety management system in enhancing the business performance of food-related companies.

• The Journal of the Korea Contents Association
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• v.16 no.7
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• pp.1-18
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• 2016

Although previous studies show that organizational culture and organizational communication could be influential factors in knowledge management and organizational performance, the more integrated research to indicate relationships among all of the factors is still needed. By indicating the inter-relationships among the factors and the direction of the influence, this paper suggests various ways to develop an integrated approach to the improvement of organizational performance through knowledge management and other related factors. Thus, the purpose of this study is to investigate the relationships among national culture, organizational culture, organizational communication, knowledge management, and organizational performance. Based on a comprehensive review of extant literature on the relationships among these factors, the relationships are summarized in the conceptual model. According to the model, organizational performance is influenced by knowledge management, organizational communication, and organizational culture, and knowledge management is influenced by organizational communication and organizational culture. Based on the conceptual model, implications for human resource (HR) researchers and practitioners seeking to optimally improve organizational performance are presented.

• Journal of Family Resource Management and Policy Review
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• v.2 no.2
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• pp.119-134
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• 1998

Work and family life affect each other. Especailly in a corporate-centered society the impact of work on the family is very strong. Organigational sexrole culture is used not only as a method of business management, but also as a style of family living. The Purpose of this study was to analyze an effect of occupation and organizational sexrole culture of husband on the family life. Data for 214 husbands were gathered from the structured questionnaire and time diary. The major findings of this study were as follows; (1) According to the occupation, organizational sexrole culture of husbands is very different. (2) The occupation and organizational sexrole culture of husbands have an important effect on their life time structure. (3) The occupation and organizational sexrole culture of husbands effect on their participation rate of household labor. These results suggested that husbands’ occupation and organization sexrole culture have a significant effect on the family life.

• Journal of the Korean Operations Research and Management Science Society
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• v.27 no.2
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• pp.123-152
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• 2002

This study establishes key success Predictors of internet venture enterprises in Korea. The five factors are derived from the relevant literature and clarified the concept of entrepreneurship, industrial level, enterprise strategy, organizational capability, and resource procurement by distinguishing between its components and determinants. Organizational performance indicators were derived from the previous studies classifying by financial performance indicator and non-financial performance indicator using by recent evaluation method as BSC (Balanced Scorecard). We then examine the impact of critical success factors on the internet venture performance. Hypotheses on five factors of internet venture were tested for 103 organizations. Results indicate that critical success factors may serve as key predictors. Organizational strategy and resource capability was found to be positively influenced on both financial performance indicator and non-financial performance indicator while entrepreneurship, industrial level and organizational capability positively affected only non-financial performance indicator.

• Management & Information Systems Review
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• v.3
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• pp.1-14
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• 1999

Recently, information resource management(IRM) has a considerable interest among researchers and practitioners because the information resource have been found critical influence on organizational performance. The IRM construct has been defined a comprehensive approach to planning, organizing, controlling the resources, and activities associated with acquiring and distributing data to meet a business need. This study have several objectives: 1) to operationalize the measurement instrument of IRM, 2) to identify the factors influencing organizational performance, and 3) to suggest the research model between IRM and organizational performance and then 4) to provide reference for managers to assess the IRM implementation in their organization. By reviewing the literature, past experience, others' use, encouragement by others, and anxiety are selected as the factors influencing IRM. The IRM construct has been classified with eight dimensions : chief information officer, planning, security, technology integration, advisory committees, enterprise model, information integration, and data administration. Eight hypotheses concerning the relationship between each of the IRM and organizational performance are suggested in this study.

• International journal of advanced smart convergence
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• v.9 no.1
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.