• Journal of Industrial Convergence
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• v.21 no.2
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• pp.9-16
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• 2023

This study analyzed the effect of manager's ability on compensation policy (compensation level and performance-reward sensitivity). To this end, the final 14,150 company-year data were used for KOSPI and KOSDAQ listed companies excluding the financial industry from 2012 to 2019. As a result of the empirical analysis, the higher the manager's ability, the higher the next reward level (the manager's ability hypothesis), but the performance-reward sensitivity decreased. This confirms the manager ability hypothesis through a positive (+) relationship between manager ability and compensation, and means that high compensation for manager ability may be additional compensation for manager ability other than performance, rather than due to performance. This study differs from previous studies and has contributions in that it examines the more complex effects of managerial ability and compensation system.

• The Journal of Economics, Marketing and Management
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• v.5 no.1
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• pp.21-26
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• 2017

Purpose - This study extracts performance-reward factors based on the previous studies related to Herzberg's two-factor theory and performance-reward and proposes a research method to identify how these factors have an influence on task performance directly related to production performance and contextual performance that has an indirect influence. Research Design, Data, and Methodology - This study draws performance-reward factors through Focus Group Interview(FGI), classifies them into economic/uneconomic and direct/indirect factors, draws maintenance/improvement factors and unnecessary ones through IPA, and maximizes the effectiveness of performance-reward factors. Results - It also identifies how performance-reward factors have an influence on internal and external motives based on previous studies, classifies performance-reward factors into task performance and contextual performance and identifies the influence relationship between these, and proposes a research model to identify the roles of equity sensitivity based on equity theory. Conclusion - The findings from this study are expected to lay the groundwork for drawing various methods to reduce the turnover rate of employees and be important resources for reinforcing the competitiveness of businesses by classifying the performance -reward factors that may cause internal and external motives from the small and medium-sized manufacturing perspective and presenting methods to identify if these have an influence on task performance and contextual performance.

• Korea Journal of Hospital Management
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• v.6 no.3
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• pp.90-108
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• 2001

This research examines the compensation package maximizing the utilities of internal customers by applying the market segmentation theory. Data were collected from four Korean hospitals in Seoul, Pusan and Kyunggi-do. The research is designed to seek the compensation package maximizing the utility of doctors and nurses by applying the market segmentation theory. The compensation package for doctors and nurses was classified into 5 attributes which are level of salary, payment method, education, promotion, reward method. The test results were as follows. First, the relative importance of each attribute in the compensation package is different. The level of salary is the most important, reward method is the next. Second, the utility of doctors increases by 8.7%, when they are segmented on the basis. of their preference for compensation attributes while that of nurses increases by 39.8%. The results of this study imply that the utility of doctors and nurses increases with differentiated compensation package for internal customer segmented by their preference.

• The Journal of Economics, Marketing and Management
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• v.7 no.1
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• pp.15-25
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• 2019

Purpose - This paper attempts to derive effective performance-reward strategies for SMEs to raise the valence for their employees while using their relatively limited resources, which is one of the primary concerns raised by SME CEOs. Research design, data, and methodology - This paper draws on the four question items such as the financial/direct factors, the financial/indirect factors, the non-financial/direct factors and the non-financial/indirect performance-reward factors to shed light on the most important factors and aspects that need improving, using the AHP and IPA. Results - The overall findings on the SMEs' performance-reward factors of interest here are indicative of the need for rectifying their performance-reward systems. Conclusions - SMEs' performance-reward factors of interest here are indicative of the need for rectifying their performance-reward systems. In particular, despite the fact that SMEs can hardly offer high wages or bonuses as large enterprises do, the expectancy theory suggests it is better to reward employees as per a valid common system, while the equity theory underscores the need to maintain and reinforce the fairness in distribution, procedures and interactions.

• Journal of Technology Innovation
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• v.18 no.1
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• pp.219-245
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• 2010

The purpose of this study is to design the compensation model by analyzing the compensation level for advanced science and technology manpower. The result of this study can be summarized as follows. First, advanced S&T manpower has preferred not only economic rewards, but also non-economic rewards which comprises both social reputation, self-satisfaction for job and other aspects of life. Second, the way of what high grade human resources in S&T have preferred to be rewarded differs among agencies. While professors in universities prefer research environment, researchers working for GRIs(Government-funded research institutes) want to have job stabilization and researchers in companies want to have higher monetary reward. Third, two main factors to change their occupation have been turned out to be monetary reward and social reputation. It means that the compensation system should satisfy what advanced S&T manpower at GRIs and companies need upgrading their social reputation.

• Journal of Distribution Science
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• v.18 no.3
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• pp.43-51
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• 2020

Purpose: This study demonstrated and analyzed the role of distributive justice and procedural justice in explaining the organizational effectiveness of flight attendant. In addition, analyzing the role of the airline type in the coordination between reward justice and organizational effectiveness. Research design, data and methodology: An abstract is the impact relationship between the reward justice and organizational effectiveness of flight attendant and the adjustment effect of the airline type was reviewed. To examine these research models, samples were collected from 281flight attendants during Nov, 2019. Results: Reward justice has a positive effect on organizational effectiveness, and the types of airlines have a meaningful adjustment effect in terms of the effect of reward justice on organizational effectiveness. Conclusions: Procedural justice and distributive justice have positive influence on two sub factors of organizational effectiveness of the flight attendant. It suggests that the standards, procedures and processes of compensation must be fair, the degree of effort, the stress or the tension of the flight attendant should be considering, and it is necessary for the airline to respect the personality of the flight attendant and provide them with accurate compensation information in a timely manner. This will increase the awareness of reward.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1996.04a
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• pp.438-441
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• 1996

The objective of this study is to select reward measure of improved business results. Grain sharing is defined as a compensation system that is designed to provide for variable compensation and to support an employee involvement process by rewarding the members of a group or organization for improvements in organizational performance. Gains, as measured by a predetermined formula, are shared with all eligible employees, typically through the payment of cash bonuses. Generally sales, profit, value-added, cost reduction portion and otherthings have been used as gains, otherwise improved business results, without any proof which is correlated to productivity improvement. This paper suggests which business result is fit reward measure for each business types and sizes.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.19 no.37
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• pp.117-125
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• 1996

The objective of this study is to select reward measure of improved business results. Ga-in sharing is defined as a compensation system that is designed In provide for variable compensation and to support an employee involvement process by rewarding the members of a group or organization for improvements in organizational performance. Gains, as measured by a predetermined formula, are shared with all eligible employees, typically through the payment of cash bonuses. Generally sales, profit value-added, cost reduction portion and otherthings have been used as gains, otherwise improved business results, without any proof which is correlated to productivity improvement. This paper suggests which business result is fit reward measure for each business types and sizes.

• Journal of Industrial Convergence
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• v.20 no.11
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• pp.105-112
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• 2022

The purpose of this study is to examine the moderating effect of the reporting earnings strategy on the relationship between managerial ability and manager performance-reward sensitivity. Both upward and downward adjustments can occur in the direction of management performance adjustment according to the manager's reporting earnings strategy. was found to decrease performance-based performance-reward sensitivity. The underreporting strategy is hypothesized that, although additional compensation is paid for the performance of the reporting strategy according to the manager's ability, the level of compensation increases, but this type of compensation will decrease the performance-reward sensitivity because this type of compensation is irrelevant to the actual performance of the manager. This is the result of indirectly confirming that discriminatory compensation is provided for upward and downward adjustment of business performance according to the reporting earnings strategy.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.3
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• pp.27-40
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• 2006

Today's customer demands in supply chains tend to change quickly, variously even in a short time Interval. The uncertainties of customer demands make it difficult for supply chains to achieve efficient inventory replenishment, resulting in loosing sales opportunity or keeping excessive chain wide inventories. Un this paper, we propose an adaptive vendor managed inventory (VMI) model for a two-echelon supply chain with non-stationary customer demands using the action-reward learning method. The Purpose of this model is to decrease the inventory cost adaptively. The control Parameter, a compensation factor, is designed to adaptively change as customer demand pattern changes. A simulation-based experiment was performed to compare the performance of the adaptive VMI model.