Clinical Characteristics and Etiology of Travelers' Diarrhea among Korean Travelers Visiting South-East Asia

The morbidity of travelers' diarrhea (TD) is still high. This study examined the incidence of common pathogens and characteristics of TD among Korean travelers who visited South-East Asian countries. We performed a prospective study involving 479 Korean travelers with diarrheal disease from February 2009 to April 2009 and stool samples were examined and questionnaire surveys were done after arrival. Enterotoxigenic Escherichia coli (ETEC) was found in 36.0% of TD cases, as were the following: Enteroaggregative Escherichia coli (EAEC) in 27.0%, Vibrio parahaemolyticus in 13.1%, and Norovirus in 11.5%. The detected rate of classic TD was higher in men (P = 0.007), in patients who had a shorter duration trip (P = 0.023) and in patients who drank more than 1 liter of water per day (P = 0.037). Positive stool culture rates were higher in men (P = 0.005), in hospitalized patients (P = 0.013). and in those who consumed impure water or raw foods (P = 0.033). A higher severity of disease corresponded to a significantly higher culture positivity rate (P = 0.029). We should consider the possibility of other pathogens in addition to ETEC in patients with TD who visit South-East Asia. Travelers need to educate about risk factors associated with TD

DO INTERNAL LABOR MARKETS FORSTER OR HINDER ENVIRONMENTAL ADAPTATION? THEIR IMPACT ON ORGANIZATIONAL KNOWLEDGE CREATION

Many firms that once relied primarily on internal labor markets (ILMs), employment systems primarily governed by a set of organization-specific internal rules and procedures, have shifted to greater use of external markets to meet their employment needs. Some argue that ILMs have become an outdated HR strategy because the use of ILMs may inhibit the firms’ capabilities to adapt to the changing environments. In this paper, I challenge that conventional wisdom and propose that ILMs have the potential to enhance a firm’s adaptability to uncertain environments by facilitating its knowledge creation process. Drawing on panel data from 271 manufacturing firms, this study demonstrates that firms making greater use of ILMs in competitive industries exhibit more effective implementation of organizational learning practices – leading to higher knowledge creation

Hyesook Chung's Quick Files

The Quick Files feature was discontinued and it’s files were migrated into this Project on March 11, 2022. The file URL’s will still resolve properly, and the Quick Files logs are available in the Project’s Recent Activity

HUMAN RESOURCE MANAGEMENT AND PERFORMANCE: THE ROLE OF LINE MANAGERS

140 pagesScholars in strategic human resource management (HRM) have long focused on whether and how HR systems, or HR practices as a bundle, affect organizational performance. In this examination, however, the role line managers play in the relationship between HRM and unit performance is relatively underexplored. This is surprising because line managers are not just messengers who deliver organizations' espoused HR practices but, rather, active entities who can modify and change the existing practices and introduce new HR practices. Building on this notion, I consider the role of line managers in human resource management in my dissertation by examining i) whether and how variations that managers create in the use of flexible staffing practices – variable work schedules, in particular – affect unit-level turnover and performance under varying organizational context (Chapter 2), ii) under which conditions new managers as successors can overcome inherent difficulties in managerial change and improve unit performance (Chapter 3), and iii) whether and how managerial accountability can affect the relationships between involuntary turnover, voluntary turnover, and performance of the unit (Chapter 4).2024-06-0

Peer Perspectives on Employee Idiosyncratic Deals

In this paper, we attempt to describe the relationship between the observation of coworker idiosyncratic deals (i-deals: Rousseau et al., 2006; Rousseau, 2005) and employee turnover intention by incorporating two explanatory mechanisms: workplace flexibility and procedural justice. We hypothesize contrasting implications of coworker flexibility i-deals and developmental i-deals on these two mediating mechanisms. Based on a sample of 176 employees, we find differential implications for the two types of i-deals and mediators. We discuss these findings and the implications of our research. [ABSTRACT FROM AUTHOR] Copyright of Seoul Journal of Business is the property of Seoul National University, College of Business Administration and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)This work was supported by the Ministry of Education of the Republic of Korea and the National Research Foundation of Korea (NRF-2015S1A5A2A03047915). This Study was supported by the Institute of Management Research at Seoul National University

Investing for Keeps: Firms’ Prepandemic Investments in Human Capital Decreased Workforce Reductions Associated With COVID-19 Financial Pressures

We examine how firms’ prepandemic investments in human capital influence their use of workforce reductions and layoffs (hereafter, workforce reductions) as a response to financial pressures during the coronavirus disease (COVID-19) pandemic. We contend that workforce reductions must be examined in the context of firms’ broader financial and resource orchestration environments. First, we suggest that firms’ relative exposure to pandemic financial pressures (PFPs) will determine their need to cut costs during the pandemic. Second, we argue that a firm’s prior investments in employees’ human capital will reduce the attractiveness of workforce reductions as a cost-cutting response to PFPs, as human capital investment (HCI) increases the value of employees’ knowledge, skills, and abilities and motivation, thus inducing firms to seek alternative measures to reduce costs. We then argue that the attenuating influence of HCI on the effect of PFPs on workforce reductions will be stronger when HCI is matched with greater investments in physical capital, as employees’ human capital will create more value—and will translate to a bigger loss following employee departures—in such circumstances. We demonstrate support for our hypotheses in a sample of 1,364 U.S. banks using data from quarterly Federal Deposit Insurance Corporation (FDIC) reports, news articles, and Worker Adjustment and Retraining Notifications (WARN) Act filings through the fourth quarter of 2020. We discuss implications for our understanding of the impact of the COVID-19 pandemic on organizations and employees and for research on resource orchestration and human capital

The Effect of Employee-Oriented HRM on Employee Downsizing Following Mergers & Acquisitions

Firms have increasingly engaged in Mergers and Acquisitions (M&A) activities in recent years. A common strategy following M&A is employee downsizing that aims at achieving strategic goals and enhancing performance. This approach, however, raises concerns from a strategic human resource management (HRM) perspective. Research suggests that downsizing may breach employees\u27 psychological contracts and hinder the development of firm-specific human capital. While this viewpoint has an intuitive appeal, we reconsider it by suggesting that, in the M&A context wherein employees expect significant organizational changes, downsizing does not necessarily lead employees to negative reactions. Instead, if acquiring firms have strong employee-oriented HRM policies and continue to adopt similar policies after the acquisition, employees may interpret downsizing as a strategic managerial action to facilitate organizational changes. Using a representative sample of 5,338 firm-year observations from 1,174 U.S. publicly traded firms between 2002 and 2018, we found that both pre-acquisition investment in employee-oriented HRM policies and the post-acquisition adoption of such policies by acquiring firms positively moderate the negative relationship between employee downsizing following M&A and labor productivity. We discuss the implications of these findings for both research and practice

Associations between Dietary Intake and Urinary Bisphenol A and Phthalates Levels in Korean Women of Reproductive Age

Human exposure to Bisphenol A (BPA) and phthalates is a growing concern due to their association with harmful effects on human health, including a variety of disorders of the female reproductive system. The objective of this study was to investigate the association between food intake and urinary BPA and phthalates in Korean women of reproductive age. A cross-sectional study was conducted with 305 reproductive aged (30–49 years) females in Korea. Dietary intake was assessed using 24 h dietary recall, and urinary BPA and particular phthalates were measured using high performance liquid chromatography tandem mass spectrometry. After adjusting for covariates, beverage intake was positively associated with urinary BPA, and egg and egg product intake was negatively associated with urinary mono-n-butyl phthalate (MnBP) as well as mono (2-ethyl-5-oxohexyl) phthalate (MEOHP). Odds ratio for high BPA level (≥90th percentile) in women with >100 g of beverage consumption was significantly higher than for those who consumed ≤100 g. These results suggest that, in Korean women of reproductive age, some foods such as beverages and egg may be associated with body burdens of BPA, MnBP, MEHHP and MEOHP