• Journal of Korean Society for Quality Management
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• v.41 no.4
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• pp.513-525
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• 2013

Purpose: The purpose of this paper are to propose a strategic map for hotel industry through analyzing the relationship between service resource, operational capabilities, and performance. Methods: A phone survey was conducted among Korean hotels, and 102 data sets were collected. Measurement items are assessed using both cognitive and objective scales. Results: As results, 'superior group', which is superior in both physical resources and human resources, is excellent in all capabilities and also in room occupancy rate. On the other hands, 'inferior group', which is inferior in both physical resources and human resources, shows lower achievements is in most areas except speed. In addition, physical superior group is better than human superior group in most capabilities except speed, but human superior group shows better results than physical superior group in both room occupancy rate and customer satisfaction. Conclusions: Through the empirical analysis, the conclusions attained are as follows; First, human resources affect customer satisfaction more directly that physical resources. Second, the balancing between physical resources and human resources has an importance to improve operational capabilities.

• Journal of Information Technology Applications and Management
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• v.15 no.3
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• pp.111-125
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• 2008

The management of organizational Human Resource is steadily shifting away from pure hierarchical to market mechanisms that involve external vendors. HR Business Process Outsourcing (BPO) has recently emerged as a significant administrative innovation in an organization's strategy. Our paper attempts to understand firm-specific factors influencing the scope of HR BPO needs. Study results show that IT maturity and firm size are influential factors on the scope of HR BPO needs. We hope that our attempt at empirically examining and predicting this emergent phenomenon will stimulate others to look at this important strategic challenge facing firms from a theoretical perspective. Such research initiatives will allow us not only to better understand this complex phenomenon, but also to drive useful management prescriptions grounded on theory-based research.

• Convergence Security Journal
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• v.22 no.1
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• pp.141-148
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• 2022

Korea's ROTC system was introduced from the United States in 1961 to recruit competent primary grade officers and secure reserve forces in peacetime. However, entering the 2000s, it was faced with a serious crisis, which was a decrease of the application rate due to the change in the acquisition environment including the decrease in school-age population and military service resources due to the low fertility, and the shortened period of military service. Therefore, this study tried to suggest a ROTC system improvement plan focusing on the organizational structure and operation system by analyzing the change in the acquisition environment and the cause of decrease in the application rate. As a research method, a comparative method between the cases of the ROTC systems in the US and Korea was applied through domestic and foreign literature studies. In terms of theory, Strategic Human Resource Management, which is applied to corporate management to achieve organizational performance and secure comparative competitive advantage in a knowledge-based society, was used as a theoretical criterion.

• The Journal of Economics, Marketing and Management
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• v.10 no.6
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• pp.9-16
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• 2022

Purpose: This research investigates the differences in knowledge exchange activities and performances between startups and large companies in software industry clusters. Research design, data, and methodology: Six independent factors of human resource information, R&D and technology, marketing knowledge, government support information, strategic knowledge, and cooperation information were extracted to test the firm size effect in the relationships with two performance factors such as satisfaction with industry cluster location and satisfaction with financial performances. Data were collected through a survey of entrepreneurs, managers, and employees and tested by statistical analysis methodologies. Results: Three independent factors of human resource information, R&D and technology, and cooperation information were particularly significant in the relationship with both dependent factors. Strategic knowledge significantly affected financial performance. Knowledge exchange activities were more important in startups than in large companies for all eight factors. Conclusion: Policies for software industry clusters need a different approach for startups and large companies.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.635-646
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• 2021

The objectives of this research are to establish and confirm the human resources competency components for listed companies in the Stock Exchange of Thailand. The sample group used in this research includes the company president, business owner, managing director, assistant managing director, general manager or human resources manager of 140 listed companies. The research instrument is a scale-estimated questionnaire. The obtained data were subjected to principal component analysis and were analyzed for the rotation of the perpendicular component using the Varimax method. Results were generated through the analysis of eight components, consisting of decision-making, creativity, strategic thinking, relationship and communication, teamwork, adaptability, self-management, and motivation. The research results demonstrate important components in human resource performance that are critical to the successful development of organizations. Organizations can apply these components to the development of human resource competencies in accordance with the operations that need to be adjusted to suit the changes that occur. These rapidly-changing conditions are important factors that can be studied and developed into variables and components that affect human resource performance in the future. As a result, organizations need to adjust to be well prepared to face problems and challenges in the harsh competitive environment in the future.

• Journal of Korean Library and Information Science Society
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• v.30 no.3
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• pp.97-116
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• 1999

The purpose of this paper is to develop a model of the strategic management of university library in Korea. The model from this study is summarized as follows: 1. External environment is divide into opportunities and threats. 2) Internal environment is divide into strengths and weakness. We can formulate a management strategy on the basis of library environment element from environment analysis and library situation. 2. Formulation of strategic management are formulated through three stages. 1) Library strategy: $\circled1$Growth strategy $\circled2$Stability $\circled3$Retrenchment 2) Business(competition) strategy 3) Functional strategy: $\circled1$Material organization strategy $\circled2$Collection strategy $\circled3$Reference service strategy $\circled4$Human resource management strategy $\circled5$marketing strategy 3. Implementation of strategic management 1) The chief of strategy implementation 2) Programs, budgets and procedures 3) Structure and strategy implementation 4) culture and strategy implementation 4. Evaluation and control of strategy implementation.

• Asian Journal of Business Environment
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• v.9 no.1
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• pp.5-12
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• 2019

Purpose - This study aims to explore and describe human resource management (HRM) in Nepalese organizations. Specifically, this study addresses three research questions: (a) what are the key human resource (HR) practices in Nepalese organizations?; (b) what are the major tasks and roles of HR departments in Nepalese organizations?; and (c) how is the status of the HR function expected to change within Nepalese organizations? Research design, data, and methodology - For this purpose, we implemented the Delphi method and developed an informed consensus among selected experts concerning the research questions. Results - The findings illustrate that organizations in Nepal adopt a wide range of HR practices commonly used in Western and developed countries. Simultaneously, some HR practices specific to the Nepalese context are also discovered. The experts' consensus on the future of HRM confirms that the evolution of the HR function to a strategic partner of management is evident in Nepalese organizations. Conclusions - Domestic as well as foreign organizations in Nepal try to create HRM systems that place them on a par with global companies. At the same time, they incorporate cultural features specific to Nepal to compete effectively in local markets. While there are few empirical studies describing HR practices in Nepal, this study contributes to broadening our understanding of the current and future status of HRM in Nepal.

• 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.

• International Commerce and Information Review
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• v.8 no.3
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• pp.385-396
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• 2006

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. Executive officer must present long term vision in order to expand enterprise continuously and establish long term management goal and strategy which are appropriate for key organizational skills of future management environment (Pfeffer, 1998). Also, long term talent management based on vision, goal and strategy and talent development strategy and employment management must be established (小池, 1994)). American HRM system's reformation cannot be defined without scientific management policy. However, currently widely discussed Japanese HRM system's reformation cannot be defined without organizational commitment focused Japanese employment system. (津田, 1992 ; 太田, 1994). Japan's development of the following policies are behind comparing to Europe : (1)Skill based talent management regardless of age, sex, nationality, race and academic background (2)Consideration of retirement age of 64 (3)Creativity and freedom promoting talent management policy. Also, there are problems to be solved. Solutions will be searched for by establishing new wage policy based on tasks and individuals in the basis of lifetime employment system.

• IE interfaces
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• v.16 no.3
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• pp.291-299
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• 2003

The managerial environment of automobile industry has been rapidly changing, mainly with the tighter standard of legal and environmental regulations, the pressure of cost reduction from the end-user, the various functional improvements of vehicles, and the globalization management. In order to survive in this complicate circumstances, the automakers have strongly pursued the mutual collaboration with the suppliers, especially tier-1, for the optimal selection of parts/materials and the assembly manufacturing processes of the new model development. They prepare the early involvement program for the suppliers during the conceptual design stage, and implement the win-win strategy of technology development activity, in order to improve the value creation. This study considers the strategic technology management of automotive steel sheets makers on the aspects of strategy, processes, human & physical resources, and organization structure. It also suggests the corporate strategies of steel mills, in order to obtain the technology competence.