• International journal of advanced smart convergence
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• v.9 no.2
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• pp.212-223
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• 2020

We study to confirm the relationship between leadership trust and job satisfaction on the leadership style of managers recognized by ICT organization members. To this end, the research hypothesis established by using SPSS23.0 for the survey results of 230 ICT organization members was analyzed as follows. First, the hypothesis 1 person leadership type (individual consideration: H1-1, intellectual stimulation: H1-2, charisma: H1-3, conditional compensation: H1-4, exceptional reward: H1-5) had a significant effect on leader trust. The results were obtained. Second, the hypothesis 2 manager's leadership type (individual consideration: H21-1, intellectual stimulation: H2-2, charisma: H2-3, conditional compensation: 2-4, expected compensation: H2-5) is based on job satisfaction. As a result of verifying the impact relationship, all showed significant effect on job satisfaction. Third, it acted as a positive factor in the job satisfaction of the leader of the hypothesis 3-member organizational member. It was confirmed that the job satisfaction of organizational members started based on the trust of actual leaders. Fourth, the role of leadership trust was partially confirmed between leadership type and job satisfaction. Through this study, in order to improve job satisfaction of ICT organizational members, the importance of exerting competency on the leadership type of managers and trusting the leaders on the characteristics consistent with ICT organizational characteristics was emphasized.

• 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 Asian Finance, Economics and Business
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• v.4 no.3
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• pp.35-43
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• 2017

This paper explores the impact of corporate control, measured by ownership structure, on top-executives' compensation in Japan. According to agency theory, the pay-performance link is expected to be affected by the firm's ownership structure. Using a sample of 4,411 firm-year observations (401 firms for the 11-years period from 2001 to 2011) for Japanese non-financial firms publicly traded on the first section and second section of the Tokyo Stock Exchange (TSE), this study demonstrates that institutional ownership (both financial and corporate) is negatively related to the level of executives' compensation. Such finding is in line with efficient monitoring hypothesis which claims that the presence of institutional shareholders provides direct monitoring over managers, limits managerial self-dealing and curves the increase in top-executives pay. On the other hand, the results also show that managerial ownership is positively related to their compensation which supports managerial power theory hypothesis, i.e. management-controlled firms are more likely to extract more compensation from the business than other firms. Overall, this study confirms that corporate control has significant impact on cash compensation paid to Japanese top-executives after controlling the conventional pay-performance relationship.

• Journal of Digital Convergence
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• v.19 no.12
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• pp.321-329
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• 2021

A measure of managerial ability was derived using DEA, a measure of management efficiency, and the correlation coefficient between discretionary accrual and non-discretionary accrual, net income and operating cash flow standard deviation was used as a proxy for income smoothing. verified. In addition, the manager's compensation was used by taking the natural logarithm of the cash compensation per manager. The analysis results are summarized as follows. The analysis period for hypothesis testing is from 2004 to 2017, as a result of the hypothesis analysis of the correlation with the level of manager's compensation, it was suggested that the income smoothing behavior decreased the performance-based compensation and increased the performance-controlled compensation. This can be said to be the result of indirectly confirming that additional compensation is differentially paid for income smoothing. This study has a contribution to the study by empirically analyzing whether income smoothing affects the relationship between managerial ability and managerial compensation. However, although a number of previous studies empirically analyzed that there are upper and lower bounds for manager compensation, there is limitations that could not be analyzed for asymmetric compensation due to income smoothing is expected to expand.

• Journal of Korean Society for Quality Management
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• v.51 no.2
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• pp.247-261
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• 2023

Purpose: This study investigates the relationship between service compensation, consumer sentiment and revisit intention for service recovery in the Chinese foodservice industry, and the moderating effect of employee authenticity. Methods: Data were collected from people who experienced eating out in a city located in central China, and the hypothesis was verified through multiple regression analysis and hierarchical regression analysis. Results: The results indicate that the specificity of compensation affects both positive and negative emotions of customers, and the activeness of compensation also influences positive emotions of customers. Also, employee autheticity moderates the effect of specificity of compensation on customers' positive emotions. Both positive and negative emotions of customers influences revisit intention. Conclusion: These results show that the role of service compensation is important in service recovery in the rapidly expanding Chinese foodservice industry. In addition, since the sincerity of employees plays an important role in maximizing the recovery effect in the process of service recovery, it suggests that it is important not only to improve services in the quantitative aspect but also in the qualitative aspect through employee training.

• Management & Information Systems Review
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• v.34 no.3
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• pp.179-196
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• 2015

The purpose of this study is to examine the influence of variable cash compensation depending on short-term performances instead of stock compensation for the executives on the investment in tangible assets, investment and R&D, and profit reconciliation. The detailed objectives of the study include, first, to examine the influence of the cash compensation on investment in tangible assets and profit reconciliation depending on the characteristics of the company and, second, to examine the influence of cash compensation on the profit reconciliation of the investment in R&D depending on the characteristics of the company. The results of the analysis in this study can be summarized as follows; Firstly, the result of the positive analysis, as the compensation for the executives increased, by the characteristics of the companies conducted on the significant 'positive' (+) on the investment in R&D and the profits reconciliation showed that the high tech industry and the share ratio of the executives did not show a significant result, while the debt ratio showed a significantly positive result. Secondly, the result of the positive analysis, as the compensation for the executives increased, by the characteristics of the companieson the significant 'positive' (+) of the investment in tangible assets and reconciliation of profits showed that the high-tech industry did not show a significant result, while the hypothesis on the share ratio of the executives and the hypothesis on the debt ratio showed results that are significantly positive as expected. In other words, it can help Korean companies, which have to investment in R&D and tangible assets to increase their competitiveness and promote future growth dynamics, to design a manager compensation system that is appropriate for our country to support efficient investment decision-making.

• Management & Information Systems Review
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• v.35 no.1
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• pp.173-188
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• 2016

The introduction and operation of compensation committee can affect managers' incentive-compensation system. In this context, The purpose of this paper examines whether managers' pay-performance sensitivity is affected by the quality of the compensation committee(compensation committee size, the proportion of outside directors on the compensation committee, the proportion of directors with 2 or more non additional board seats on the compensation committee) To test this hypothesis, we use a sample of 260 firm-year observations between 2001-2013. The results are as follows. Firstly, we find that no significant relevance between the compensation committee size and pay-performance sensitivity. But the proportion of outside directors on the compensation committee and the proportion of directors with 2 or more non additional board seats on the compensation committee is positively associated with both pay-earnings based performance sensitivity and pay-stock based performance sensitivity. Secondly, we find that the integration quality of the compensation committee is positively associated with both pay-earnings based performance sensitivity and pay-stock based performance sensitivity. Overall, our analysis suggests that compensation committee are important mechanism in the design of efficient incentive-compensation system.

• 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.

• Speech Sciences
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• v.1
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• pp.7-26
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• 1997

An electromyographic device was used to investigate the relationship between a linguistic hypothesis of tense-lax distinction and muscular activity. Muscle action potentials of the orbicularis oris muscle and the depressor anguli oris muscle were obtained from four subjects using CVCVCV and CVCVC words in English and VCV and CVC words in Korean. Findings: The hypothesis that the speaker may select at least one of muscles involved in the articulation of a phoneme so that the selected muscle could be activated for tense-lax distinction, and either a timing variable or an amplitude variablethe and/or both from the selected muscle distinguish(es) /p/ from /b/ in English and /$p^{h},\;p^{l}$/ from /p/ in Korean, with the English /p/ and the Korean /$p^{h},\;p^{l}$/ being tense, and the Korean unaspirated /p/ and the English /b/ lax, has been verified, except for the case with subject 2 in stressed syllables in English. (2) Thus, the linguistic hypothesis of tense-lax distinction was strongly supported by the muscular activities during the Korean bilabial stops, with /$p^{h}\;and\;p^{l}$/ being tense and /p/ lax. (3) Considering the intermuscle compensation and the interspeaker variabilities in the choice of a muscle or muscles, in English the usability of the feature 'tensity' appeared to be positive rather than negative although further investigations with more subjects remain to take on the muscles associated with the onset/offset of the labial closure, including the respiratory muscles related with the aspiration. The phoneme-sensitive EMG manifestations of stress and possible reasons for the interspeaker variabilities are discussed.

• Management & Information Systems Review
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• v.38 no.2
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• pp.139-163
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• 2019

The purpose of this study is to identify the influence of the high performance and the work system recognized by the organizational members participating in the NCS enterprise utilization consulting on the organizational effectiveness and the influence of the organizational performance. In order to achieve the purpose of this study, the research hypotheses were verified by applying multiple regression analysis and co-integration regression analysis on the 145 usable results from using the statistical program of SPSS 24.0. The results of this study are as follows. First, hypothesis 1, the analysis of positive(+) influence on organizational effectiveness on the characteristics of the system (selection system, evaluation and compensation, education and training opportunity, member participation system, job stability) was adopted due to its' positive(+) and significant relationship. Second, hypothesis 2, an analysis that the organizational effectiveness would have a positive impact on organizational performance was adopted due to its' proven work. However, its' effectiveness will need verification. Third, regression analysis was conducted to confirm the role of the hypothesis 3, personnel management effectiveness, between the high performance and the work system (selection system, evaluation/compensation, education/training opportunity, member participation system, job stability). As a result, Hypothesis 3 showed that the selection system (H3-1), evaluation and compensation(H3-2), education and career opportunities(H3-3), member participation system(H3-4), job stability(H3-4) showed that organizational effectiveness has a moderating role in HR effectiveness. The main implication of this study is that the positive and working system recognized by the organizational members has positive affects on organizational effectiveness and organizational performance. In order to enhance the substantiality management system through improvement of organizational performance, a regular implementation plan on a high-performance working system along with education & training system to improve organizational effectiveness is required so that the members of the organization could form a consensus. Second, as a result of confirming the moderating effects of HR management effectiveness, the moderating role of HR management system and organization effectiveness was verified positive. Therefore, this study shows that the part that verifies both organizational effectiveness and organizational performance through high-performance working system and the part that confirmed the role of control between high-performance work system and organizational effectiveness are the biggest difference from the previous research.