124 research outputs found

    The Effect of fit between work organization and human resource management on firm performance

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    ํ•™์œ„๋…ผ๋ฌธ(๋ฐ•์‚ฌ)--์„œ์šธ๋Œ€ํ•™๊ต ๋Œ€ํ•™์› :๊ฒฝ์˜ํ•™๊ณผ ๊ฒฝ์˜ํ•™์ „๊ณต,2000.Docto

    [ํŠน์ง‘] ๊ธฐ๋Šฅ์  ์œ ์—ฐ์„ฑ๊ณผ ์ผ์ž๋ฆฌ ์ฐฝ์ถœ

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    ๊ธ€์˜ ์ˆœ์„œ๋Š” ๋‹ค์Œ๊ณผ ๊ฐ™๋‹ค. ๋จผ์ € ์ผ์ž๋ฆฌ ์ฐฝ์ถœ ๊ด€์ ์—์„œ ๊ธฐ๋Šฅ์  ์œ ์—ฐ์„ฑ์˜ ํ•„์š”์„ฑ์„ ์‚ดํŽด๋ณด๊ณ , ์ด์–ด์„œ ์œ ํ•œํ‚ด๋ฒŒ๋ฆฌ ์‚ฌ๋ก€๋ฅผ ํ†ตํ•ด์„œ ๊ธฐ๋Šฅ์  ์œ ์—ฐ์„ฑ ๊ฐ•ํ™”๋ฅผ ์œ„ํ•œ ์—…๋ฌด์ฒด๊ณ„ ํ˜์‹ ์„ ์‚ดํŽด๋ณธ ํ›„, ๋งˆ์ง€๋ง‰์œผ๋กœ ์ •์ฑ…์  ํ•จ์˜๋ฅผ ๋„์ถœํ•˜๊ธฐ๋กœ ํ•œ๋‹ค. ์ธ์ ์ž์›์— ๊ธฐ๋ฐ˜ํ•œ ์ƒˆ๋กœ์šด ์ „๋žต ์ผ์ž๋ฆฌ ์œ„๊ธฐ์™€ ๊ธฐ๋Šฅ์  ์œ ์—ฐ์„ฑ์˜ ํ•„์š”์„ฑ ๊ธฐ๋Šฅ์  ์œ ์—ฐ์„ฑ ๊ฐ•ํ™”๋ฅผ ์œ„ํ•œ ์—…๋ฌด์ฒด๊ณ„ ๊ฐœํŽธ : ์œ ํ•œํ‚ด๋ฒŒ๋ฆฌ ์‚ฌ๋ก€ ๊ธฐ๋Šฅ์  ์œ ์—ฐ์„ฑ ์ถ”๊ตฌ์˜ ์ „์ œ ์กฐ

    A Study on efficient application of elderly human resource through the aged for start business

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    Human Resource Management Practices and the Attitudes of R&D Personnel

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    ๊ฒฝ์˜์˜ ๋ถˆํ™•์‹ค์„ฑ์ด ์ฆ๊ฐ€ํ•˜๊ณ  ๊ธ€๋กœ๋ฒŒ ๊ฒฝ์Ÿ์ด ๊ฐ€์†ํ™”๋จ์— ํ˜์‹ ์—ญ๋Ÿ‰์ œ๊ณ ๋Š” ๊ธฐ์—…์˜ ์‚ฌํ™œ์ ์ธ ๊ณผ์ œ๋กœ ๋“ฑ์žฅํ•˜๊ณ  ์žˆ๋‹ค. ์—ฐ๊ตฌ๊ฐœ๋ฐœ์ธ๋ ฅ์„ ์–ด๋–ป๊ฒŒ ๊ด€๋ฆฌํ•˜๋Š๋ƒ๋Š” ๊ธฐ์—…์˜ ํ˜์‹ ์—ญ๋Ÿ‰ ๊ฐ•ํ™”์— ์žˆ์–ด์„œ ๋งค์šฐ ์ค‘์š”ํ•œ ๊ณผ์ œ์ด์ง€๋งŒ ์ธ์‚ฌ๊ด€ํ–‰์ด ์—ฐ๊ตฌ๊ฐœ๋ฐœ์ธ๋ ฅ์˜ ํƒœ๋„์— ๋ฏธ์น˜๋Š” ์˜ํ–ฅ์— ๋Œ€ํ•œ ์—ฐ๊ตฌ๋Š” ๋งค์šฐ ๋ถ€์กฑํ–ˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ํ•œ๊ตญ์ง์—…๋Šฅ๋ ฅ๊ฐœ๋ฐœ์›์˜ 2007๋…„๋„ ์ธ์ ์ž๋ณธ๊ธฐ์—…ํŒจ๋„์กฐ์‚ฌ ์ž๋ฃŒ๋ฅผ ์‚ฌ์šฉํ•˜์—ฌ ์ธ์‚ฌ๊ด€ํ–‰์ด ์—ฐ๊ตฌ๊ฐœ๋ฐœ์ธ๋ ฅ์˜ ์ง๋ฌด๋งŒ์กฑ๊ณผ ์กฐ์ง๋ชฐ์ž…์— ๋ฏธ์น˜๋Š” ์˜ํ–ฅ์„ ๋ถ„์„ํ•˜์˜€๋‹ค. ๋ถ„์„๊ฒฐ๊ณผ ์ž์œจ์„ฑ๊ณผ ๋‹ค์–‘์„ฑ์ด ๋†’๊ณ  ์†Œํ†ต๊ณผ ํ˜‘๋ ฅ์ด ํ™œ์„ฑํ™”๋œ ํŒ€ ์ž‘์—…, ๊ต์œกํ›ˆ๋ จ๊ณผ ๊ฒฝ๋ ฅ๊ฐœ๋ฐœ, ๊ทธ๋ฆฌ๊ณ  ์ง‘๋‹จ์„ฑ๊ณผ๊ธ‰์ด ์—ฐ๊ตฌ๊ฐœ๋ฐœ์ธ๋ ฅ์˜ ์ง๋ฌด๋งŒ์กฑ๊ณผ ์กฐ์ง๋ชฐ์ž…์„ ๋†’์ด๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ์ธ์‚ฌ๊ด€ํ–‰๋“ค์˜ ์ด๋Ÿฌํ•œ ํšจ๊ณผ๋Š” ๊ด€๋ฆฌ์ง๊ตฐ์ด๋‚˜ ์˜์—…์ง๊ตฐ๊ณผ๋Š” ์–ด๋Š ์ •๋„ ๊ตฌ๋ถ„๋˜๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚˜ ์ผ์ • ๋ถ€๋ถ„ ์—ฐ๊ตฌ๊ฐœ๋ฐœ์ธ๋ ฅ์— ๊ณ ์œ ํ•œ ํ˜„์ƒ์œผ๋กœ ํ•ด์„ํ•  ์ˆ˜ ์žˆ์—ˆ๋‹ค. ๋งˆ์ง€๋ง‰์œผ๋กœ ์šฐ๋ฆฌ๋Š” ์—ฐ๊ตฌ์˜ ์ด๋ก ์ ๏ผŸ์‹ค์ฒœ์  ์‹œ์‚ฌ์ ๊ณผ ์—ฐ๊ตฌ์˜ ํ•œ๊ณ„ ๊ทธ๋ฆฌ๊ณ  ์ถ”ํ›„ ์—ฐ๊ตฌ๊ณผ์ œ๋ฅผ ์ œ์‹œํ•˜์˜€๋‹ค.Using Human Capital Corporate Panel Survey(HCCP) data carried out by Korea Research Institute for Vocational Education & Training in 2007, this study investigates the effect of human resource practices on job satisfaction and organizational commitment of R&D personnels in Korean firms. HCCP survey data is unique firm-employee data and our final sample is composed of 1,132 R&D personnels in 272 firms. We found that team work, training and development, and group performance pay were positively related with both job satisfaction and organizational commitment of R&D personnels, but we did not find significant association between individual performance pay and the attitudes of R&D personnels. We compared the effects of human resource practices with non R&D personnels such as general management and marketing department, and we found that the above results were quite unique to R&D personnels

    The Effects of High Involving Work Practices on Intrinsic Rewards and Wages of Workers: The Mediating Role of Job Knowledge

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    ๋ณธ ์—ฐ๊ตฌ๋Š” ํ•œ๊ตญ์ง์—…๋Šฅ๋ ฅ๊ฐœ๋ฐœ์›์˜ โ€˜์ธ์ ์ž์› ๊ธฐ์—…ํŒจ๋„์กฐ์‚ฌ(2005)โ€™ ์ž๋ฃŒ๋ฅผ ์‚ฌ์šฉํ•˜์—ฌ ์ฐธ์—ฌ์  ์ž‘์—…๊ด€ํ–‰์ด ์–ด๋–ค ๊ฒฝ๋กœ๋ฅผ ํ†ตํ•˜์—ฌ ๊ทผ๋กœ์ž์—๊ฒŒ ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š”์ง€๋ฅผ ๋ถ„์„ํ•˜์˜€๋‹ค. ์šฐ๋ฆฌ๋Š” ์—…๋ฌด๊ด€๋ จ ์ง€์‹์ด ์ฐธ์—ฌ์  ์ž‘์—…๊ด€ํ–‰๊ณผ ๋‚ด์žฌ์  ๋ณด์ƒ ๋ฐ ์ž„๊ธˆ ๊ฐ„์˜ ๊ด€๊ณ„๋ฅผ ๋งค๊ฐœํ•  ์ˆ˜ ์žˆ๋‹ค๋Š” ์—ฐ๊ตฌ๊ฐ€์„ค๊ณผ, ์ฐธ์—ฌ์  ์ž‘์—…๊ด€ํ–‰๊ณผ ์ง€์‹ ๊ฐ„์˜ ๊ด€๊ณ„๋ฅผ ์กฐ์ ˆํ•˜๋Š” ๋ณ€์ธ์œผ๋กœ์„œ ๊ต์œกํ›ˆ๋ จ๊ณผ ๊ณผ์—… ๋ถˆํ™•์‹ค์„ฑ์„ ์„ค์ •ํ•˜์˜€๋‹ค. ์ œ์กฐ์—…์˜ ํ˜„์žฅ ๊ฐ๋…์ž ๋ฐ ๊ทผ๋กœ์ž๋ฅผ ๋Œ€์ƒ์œผ๋กœ ๋ถ„์„ํ•œ ๊ฒฐ๊ณผ, ์ง€์‹์€ ์ฐธ์—ฌ์  ์ž‘์—…๊ด€ํ–‰๊ณผ ๋‚ด์žฌ์  ๋ณด์ƒ ๋ฐ ์ž„๊ธˆ์ˆ˜์ค€๊ฐ„์˜ ๊ด€๊ณ„๋ฅผ ๋ถ€๋ถ„ ๋งค๊ฐœํ•˜๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ์ง€๋งŒ, ๊ต์œกํ›ˆ๋ จ์˜ ์กฐ์ ˆํšจ๊ณผ๋Š” ๋‚˜ํƒ€๋‚˜์ง€ ์•Š์€ ๋ฐ˜๋ฉด ๊ณผ์—…์˜ ๋ถˆํ™•์‹ค์„ฑ์€ ์˜ˆ์ƒ๊ณผ๋Š” ๋ฐ˜๋Œ€๋กœ ๋ถ€(-)์˜ ์กฐ์ ˆํšจ๊ณผ๋ฅผ ๊ฐ–๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค.Using the HCCP(Human Capital Corporate Panel) 2005 wave, this paper examines the effects of high involving work practices on intrinsic rewards and wages of employees, focusing on the mediating role of job knowledge. We find that employee involvement is positively associated with intrinsic rewards and wages of workers. This key mechanism linking high involving work practices and intrinsic rewards appears to be the knowledge about the tasks and work processes employees perform. Employee involvement increases the knowledge of work, which provides intrinsic rewards and higher wage to workers. The hypothesis that training and task uncertainty would moderate the relationship between high involving work practices and job knowledge was not supported
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