• Journal of Information Technology Applications and Management
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• v.23 no.1
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• pp.61-77
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• 2016

This study derived research model about the influencing factors of the successful performance of smart work. Research model is composed of four perspectives: technology perspective like system quality and usage level of information technology, interaction perspective like innovational climate, institutional perspective like personnel evaluation, and individual perspective like self-control. This study collected 155 survey data from K public company and M global software company. As a result of data analysis, all of four perspectives influenced smart work performance. Technology perspective had the strongest effect on smart work performance, the second was institution perspective, the third was interaction perspective, and the last was individual perspective. In conclusion, smart work is not an IT project. We have to reconsider the thinking that just only the introduction of cutting-edge IT increases business performance. Smart work project should be pursued in harmony with institution and climate in the organizational perspective and self-control in the personal perspective. Also, to maximize business performance in smart work environment, organizations should strengthen the positive factors and overcome the negative factors.

• Journal of the Ergonomics Society of Korea
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• v.5 no.2
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• pp.17-25
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• 1986

In recent years, the average life span of people in advanced countries has increased. Conwequently, the number of middle-aged and old workers who have the will to work has increased. On the other hand, the declining birth rate has decreased the number of young workers. However, because many enterprises in advanced countries have extended their mandatory retirement age from 55 to 60 years, labor accidents involving aged workers are on the increase. As a result, the need for a method to evaluate the work skills of middle-age and old workers has become urgent. To explore one such method, this study investigated the relationship between aging and manual dexterity. Dexterity was found to deteriorate with age, but with large variability from individual to individual. The parameters of dexterity used in this experiment were found to be reliable.

• Management & Information Systems Review
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• v.10
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• pp.33-66
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• 2002

Counterproductive work behaviors are behaviors by employees intended to harm their organization or organization members. Human is the being has a desire and behaviors. To understand behaviors of an individual, it is important to understand the personality which determines a difference between individuals. Narcissists has psychological traits to be likely to experience negative emotions, such as frustration, hostility or anger, and this psychological traits of narcissists are more likely to induce an aggression. In this view, the purpose of this study was to examine the relationships between counterproductive work behaviors and narcissistic personality characteristics and to explore psychological dynamics about how narcissistic personality characteristics had an effect on counterproductive work behaviors. As a result, facts known were as follows. First, narcissists has strong desires to maintain a sense of superiority over others and defend their egos against unpleasant evaluation information, even if the information is factual and accurate. Second, narcissists are hyper-sensitive to negative information and are more likely to encounter information or situations that challenge their positive self-appraisals by this view. Third, in response to these challenges, or ego threats, these individuals are more likely to experience negative emotions, such as anger, frustration, or hostility. Forth, this negative emotions lead to aggression and as a result, this is more likely to induce counterproductive work behaviors such as theft, sabotage, interpersonal aggression, work slowdowns, wasting time and materials, and spreading rumors. Thus, narcissism is another individual difference variable that may be an important factor in determining counterproductive work behaviors, particularly under conditions perceived to be difficult or stressful.

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.251-259
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• 2006

Evaluation of the work of art with intention of the artist different is not a possibility of free oneself from the limit which estimates an evaluation at value of appreciator. We tried new interpreting about the work of art in this paper. The work of art respects the intention of the artist to make it and interprets intention until now. After critics distinguish by a period, an area that they set to philosophical thought which is the time and interpreted. We set to each one subjectivity and interpreted between artist to make the work of art and appreciator. But in this paper, we tied various criteria which appreciates the work of art. We tried so that we presented the intimacy each other newly. Otherwise we tied with the subjectivity of the individual and are the try to be an objectification low through statistical technique. We looked into the culture and art in the introduction and explain the discussion about the work of art interpreting which the main subject. We set the category 6 area, and explain an each criteria explanation and assessment method. We tried to propose new interpreting as the intimacy to be multivariate data analysis result of the assessment analysis. Stopping from the thing which sees the work of art knows, it will be able to give meaning thing from this research prerequisite.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.2
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• pp.356-373
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• 2017

The purpose of this study is to empirically analyze whether performance-oriented remuneration systems in public thermal power generation companies substantially induces organizational commitment of employees, and contributes to organizational performance. According to the study, adequacy of salary and individual work evaluation have significant effects on organizational commitment, whereas external and internal evaluations for pay-for-performance remuneration systems do not have a significant effect. Annual salary for performance and pay-for-performance systems have a significant influence on organizational performance. In addition, because annual salary and individual work evaluation of the performance-oriented remuneration system have significant effects on both the indirect effect, through organizational commitment, as well as the direct effect on organizational performance, there exists a partially mediated effect on organizational commitment. Conversely, because external and internal evaluations do not significantly affect organizational commitment, there is no means of verifying the mediating effect. Studies suggest that a fair annual salary system for performance employed in conjunction with a pay-for-performance system will provide positive impacts on organizational performance and employee loyalty.

• The Journal of the Korea Contents Association
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• v.14 no.11
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• pp.695-701
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• 2014

The Police force and other public sector organizations do not like non-ethical evaluation of their members and disclosure of evaluation results. However, it is essential for survival and growth of the organization to identify, measure and resolve accurately the non-ethical behaviors of their members. In this study, the dimensions of police officers' unethical behavior were categorized as negligence, personal use, dishonesty, and misconduct of police officers, and the level of those dimensions were measured. After that, the differences due to the individual and work environmental characteristics were explored. The result showed that the level of non-ethical behavior was lowerer than the average. And the differences was statistically significant according to gender, rank of organization, deployed department of the work, and the period of work duration. This implied the necessities of education of police ethics, ethical atmosphere, and establishment of ethical system per differences in individual and work environmental characteristics. Also, considering the fact that the low level of ethical behavior did not lead to ethical action in actual and the inherent problem in research method how frankly the respondents answered the negative self-evaluation, continuous interest in non-ethical behavior and further systemic research are needed in a dimension of personnel management.

• Proceedings of the Korean Institute of Interior Design Conference
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• 2006.05a
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• pp.278-283
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• 2006

For the company, the office space is the expensive resource next to human resource. Employees are under the influence of physical characters of the office space. Among them lighting is the most effective factor in physical, biological and psychological for employees. Although there are lots of investments in architectural aspect of the office space, there is almost no investment and consideration about the lighting environment. Therefore this study was trying to find out these things as follow. First, evaluate lighting environment of people who works in the office spaces. Second, find out which factors are more affective in evaluation of lighting environment. And then with these findings this study found what should be considered as important in lighting planning of the office space. As the result of this study, however the majority of the employees are satisfied with current lighting conditions, they are not satisfied with individual operation of lighting. And in office space work type and position changes by age can affect in a large degree more than other factors. Therefore when planning lighting of the office space, it is necessary to figure out work features of Individual and group exactly and accept the difference by positions appropriately.

• 전기의세계
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• v.27 no.1
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• pp.49-55
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• 1978

This paper describes a computer method for power system planning. Power system planning was usually studied through individual programs. Because of the laborious work involved in data preparation, the increase of task for power system planning and the time required for the detailed analysis of results, the available time for assessment and decision making has been sacrificed. In order to improve the above situation, the use of data base techniques an the simplified evaluation of the presented programs were newly developed. This program has been used successfully for the routine of power system planning in Korea Electric Company. In addition, this paper describes some results of analysis and evaluation of power system planning in KECO.

• Journal of Korean Academy of Nursing Administration
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• v.5 no.3
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• pp.425-444
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• 1999

The purpose of this study is to survey evaluation of the nurse on the current Performance Appraisal System. the need for future performance of the nurse and the opinions about the job rotation, and suggest the direction of improvement by obtaining basic data to improve personnel management of the nurse in a hosipial, the subject of the investigation. The study was conducted self-reporting questionniare survey of 330 nurses working at C hospital located in Chonbuk Province and the data was collected from May 4. 1999 through May 14. The research used measuring instrument developed by researcher for evalution about the present performance appraisal. the need for the future performanc appraisal system and the opinion of job rotaion. The analysis of the collected data was computerized using SPSS/PC+ program, calculated frequency, percentage, the mean and standard deviation and used Pearson, s Correlation Coefficients, t-test, chi- square test. Major findings are as follows. 1) As for the purpose of the current performanc appraisal, the appraiser recognized it as a security of promotion standard, while the employee saw it as a means for control as guidance and supervison of work. 2) With regard to use the result of the present performance appraisal, appraiser picked ambiguous appraisal standard, employees recognized unilateral evaluation of superior eliminated the participation of them as the highest priority. 3) In relation to the current criteria for promotion of the nurse, both appraisers and employees placed more weight on the length of clinical than performance appraisal score. 4) There is much possibility of the appraiser making an error to evaluate considering the length of performance appraisal. 5) Both appraisers and employees indicated that prospective result of performance appraisal should be used for the ability development & motivation of the individual. 6) Concerning employee's participation for performance appraisal both sides wanted by far more participation. 7) Regarding the most ideal appraisal method, both parties favored most the way added up the evaluation of the head nurse and peer review and followed by the manner the revaluation of the head nurse by considering self-evaluation. 8) As to the individual interview after the appraisal, more than 60% of appraisers responded it's not necessary, while above 88.5% of employees answered it is essential so that it is showed significantly difference between the appraisers and the employees. 9) As far as open of the evaluation result is concerned. 75% of the appraiser were against it but 80% of the employee were for it so that it showed significantly between them. The most principal reason that the employee want is that it motivates the individual's ability development and the fairness of the appraisal increases. 10) Whether the periodical rotation is necessary or not, 80% of appraisers and employees answered it's necessary, however, over 70% of them did not want the rotation. 11) Work-group Cohesiveness level within the nursing unit was attentive different from desire of the rotation, that is, the work group cohesiveness level of nurses wanting rotation was significantly lower than that of the group not desiring it.

• Journal of Korea Society of Digital Industry and Information Management
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• v.17 no.1
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• pp.57-73
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• 2021

The purpose of this study is to analyze the diffusion period and productivity of smartwork in an organization. Firms are increasingly interested in smartwork for non contact work and working from home because of the corona 19. The smartwork is a new technology that changes face-to-face work in an organization. It helps the work of individuals and organizations regardless of time and place. The theoretical background describes the complexity, system thinking, diffusion theory, smart work, organizational resistance, and productivity. This study analyzes the diffusion period and productivity of smart work through business simulation techniques. A simulation study progresses four stages. There are problem definition, hypothesis establishment and causal loop diagram, model construction and verification, and policy evaluation. The simulation models contain an individual's resistance variables organizational investment and leadership variables related to the operation of smartwork. The organizational investment variables include organizational culture, legal system, implement systems and technology investment. The individual resistance variables include cognitive, attitude, structure and technological resistance. The leadership includes leadership interest variables and performance linkage variables. The simulation executed the changes of a people number adopting smart work and the organizational productivity monthly. As a result of the simulation, many organization members have accepted the smart work innovation after 20 months. The organizational productivity through smart work showed very high value after 16 months. In scenario analysis, the individuals' awareness and attitude resistance showed very important variables to productivity and a personal change of smart work adoption. Meanwhile, The organizational investment showed that the high driving-force increased not productivity and the low driving-force showed decreased low productivity. Also, leadership variables showed a powerful driver for changing smart work productivity. The implication of the study has suggested extending complexity, diffusion theory and organization resistance theory based on simulation methods.