• Korean Journal of Childcare and Education
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• v.12 no.5
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• pp.71-90
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• 2016

The purpose of this study was to identify the influences which were child care center infant teacher's coaching competency, director management competency, institutional resources, and parent expectation and participation that have on infant-teacher relationships. The subjects in this study were 379 infant teachers working in child care centers across the country. A director management competency questionnaire, institutional resources questionnaire, parent expectation and participation questionnaire, infant-teacher relationships questionnaire, and coaching competency questionnaire were used for this study. For the research analysis, frequency, Cronbach's ${\alpha}$ coefficient, and Pearson's correlation were calculated and regression analysis were conducted. The results are as follows. Firstly, the influence of director management competency on infant-teacher relationships is completely mediated through infant teacher's coaching competency. Secondly, the influence of institutional resources on infant-teacher relationships is completely mediated through infant teacher's coaching competency. Thirdly, the influence of parent expectation and participation on infant-teacher relationships is completely mediated through infant teacher's coaching competency.

• 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.

• Korea Journal of Hospital Management
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• v.9 no.2
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• pp.128-148
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• 2004

Both undergraduate and graduate programs in health services management(HSM) are recently established in colleges and universities in Korea, and the programs train their students for diverse sectors within the field of healthcare management, including hospitals, nursing facilities, consulting firms, health industries such as pharmaceutical, insurance companies, etc. This study investigates many of the managerial roles expected to graduates from academic curricula in HSM, and required competencies to be successful in their positions. The information of roles and competencies for HSM graduates were collected, and their importances were evaluated by healthcare management experts through a Delphi method. As the result, 11 items for present roles and 13 items for future roles were derived, and 15 and 16 items were derived for present and future competencies respectively. Utilizing the classification of work roles by Timmreck and that of managerial competencies by Robbins, the importance of roles and competencies of healthcare managers was analyzed and interpreted. The major domains of roles at present turned out to be 'organizer', 'planner', 'problem solver', and 'coordinator' in order according to importance. On the other hand, as graduates develop their careers, the domains of future roles would be changed to 'director' and 'planner'. For competencies, the most important domain at present was 'technical skill', but the future important domain was 'interpersonal and emotional intelligence'. The result of this study can be seen as an initial step toward improving the academic curricula of HSM in college and universities and promoting collaborative efforts between academic programs and on-site practices in healthcare industries.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.1
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• pp.71-85
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• 2021

Representative domestic start-up support organizations include the Business Incubator(BI), Korea Institute of Startup & Entrepreneurship Development(KISED), Techno Park(TP), and Center of Creative Economy Innovation(CCEI), and there are about 260 Business incubator nationwide. The Business incubator is operated by universities, research institutes, and private foundations or associations. The organization consists of the center director and the incubating professionals (hereinafter referred to as "manager"), etc., and performs tasks such as center operation management and incubation support services for tenant companies. Until now, research on the operation of Business Incubator has been mainly focused on the performance of tenant companies. Studies on whether the manager's competency characteristics directly or indirectly affect the performance of the tenant companies through psychological mediators such as self-efficacy and organizational commitment were very scarce. The purpose of this study is to explore various factors influencing organizational commitment and job performance by the competence characteristics of Business incubator managers, and to explain the causal relationship among those factors. In particular, the difference in perception was investigated by a manager's survey that influences organizational commitment and work performance at the Business incubator. Through this, we intend to present practical implications for the role of managers in the operation of Business incubators. This study is an exploratory study, and the subject of the study was a survey of about 600 managers working at Business incubator nationwide, of which 116 responses were analyzed. Data analysis included descriptive statistics, exploratory factor analysis, and reliability. Structural equation model analysis was performed for hypothesis tests. As a result of the analysis, it was found that the cognitive characteristics of the Business incubator manager, communication, and situational response as the behavioral characteristics had a positive effect on the manager's self-efficacy, and the behavioral characteristics had a greater effect on the self-efficacy. It was also found that the manager's cognitive and behavioral characteristics, and self-efficacy had a positive effect on organizational commitment and work performance. In particular, a manager's self-efficacy has a positive effect on organizational commitment and work performance. This result showed that the manager's competency characteristics increase the manager's self-efficacy as a mediating factor rather than directly affecting organizational commitment and work performance. This study explains that the manager's competency characteristics are transferred to organizational commitment and work performance. The results of the study are expected to reflect the job standard of the National Competency Standards (NCS) and basic vocational competency to the job competency of managers, and it also provides a guideline for the effective business incubator operation in terms of human resource management. In practice, it is expected that the results of the study can reflect the vocational basic skills of the Business Incubator manager's job competency in the National Competency Standards(NCS) section, and suggest directions for the operation of the Business Incubator and the manager's education and training.

• Journal of agricultural medicine and community health
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• v.45 no.4
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• pp.194-207
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• 2020

Purpose: The purpose of this study is to develop and evaluate the curriculum, that was the continuing professional development program, for cultivating physician's competencies in public health. Methods: This study was conducted through in-depth interview and survey in the frame of ADDIE, from 2 May to 30 June in 2019. Participants were 7 physicians by in-depth interview and Respondents were 46 physicians worked in public health by survey. Results: The results were analyzed and described in the frame of ADDIE model. In the stage of Analysis, physician's core competencies in public health was presented to practical education, management of organization and labor force, communication with community, and director' role of public health center in the community as core competencies by in-depth interview. The skill - knowledge-attitude competencies were highest in order in the survey for placing priority (by Borich score) of 29 core competencies. In design stage, the educational objective of curriculum was established, that is to develop the competencies of knowledge, skills, and attitude needed for physician of public health in 21th century. In development and implementation stage, it is important to decide to lecturer, to get in advance educational materials to do the maintenance and management of curriculum. In the stage of evaluation, the educational satisfaction was high on the whole and educational effect was statistically significant. Conclusions: This study was an initial study of Korean doctors, and it aims to pursue competency-based education as a continuing professional development (CPD) beyond continuing medical education (CME) including knowledge, skills, and attitudes.

• Journal of Convergence for Information Technology
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• v.8 no.2
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• pp.163-169
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• 2018

The purpose of this study is to analyze educational needs and perception of job performance in the community service investment program service providers. Data were collected from 619 service providers and was analyzed by t-test. In the case of the director, there was a significant difference in 10 professional qualification areas, 2 business management areas, 4 customer management areas, and 4 service development and marketing areas. In the case of the practitioners, there was a significant difference in 3 professional qualification areas, 2 business management areas, 2 customer management areas, and 5 service development and marketing areas. In the case of the therapist, there was a significant difference in all 35 areas. These findings offer theoretical background and practical implications for the education direction of community service investment program service providers.