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    Study on National HR Competitiveness Assessment: Current Trends and Future Directions

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    2007This study attempts to develop a set of indicators to assess human resource competitiveness. To meet this purpose, the current status of the national competitiveness assessment model as well as its development process was reviewed. Also, by extracting indicators related to human resources from the national competitiveness assessment model, the strengths and weaknesses of the assessment method of national and HR competitiveness were analyzed. HR related theories were critically reviewed, and the implication of each theory was suggested. Based on these analyses, a HR competitiveness assessment model and indicators were developed.This work was financially supported by a grant (KRF-2005-005-J16701) from the Korea Research Foundation

    ν•΅μ‹¬μ—­λŸ‰μ— λŒ€ν•œ λŒ€ν•™κ³Ό κΈ°μ—… κ°„μ˜ 인식 차이에 κ΄€ν•œ 연ꡬ

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    ν•΅μ‹¬μ—­λŸ‰μ— λŒ€ν•œ λŒ€ν•™κ΅μ™€ κΈ°μ—… κ°„ μ‘΄μž¬ν•˜λŠ” 인식차이λ₯Ό νƒμƒ‰ν•˜κΈ° μœ„ν•˜μ—¬ λ³Έ μ—°κ΅¬λŠ” λŒ€ν•™ κ΅μˆ˜λ“€μ„ λŒ€μƒμœΌλ‘œ μ‹€μ‹œλœ 집단 인터뷰와 λ¬Έν—Œμ—°κ΅¬λ₯Ό ν†΅ν•˜μ—¬ 7 가지 ν•΅μ‹¬μ—­λŸ‰μ„ λ„μΆœν•΄ λ‚Έ ν›„, λŒ€ν•™κ΅μˆ˜μ™€ κΈ°μ—… μ’…μ‚¬μž 집단을 λŒ€μƒμœΌλ‘œ 7 가지 ν•΅μ‹¬μ—­λŸ‰μ— λŒ€ν•œ μš°μ„ μˆœμœ„λ₯Ό λΆ„μ„ν•˜μ˜€λ‹€. 총 158λͺ…μ˜ λŒ€ν•™κ΅μˆ˜μ™€ 242λͺ…μ˜ κΈ°μ—… μ’…μ‚¬μžλ“€μ΄ 섀문에 λ‹΅ν•˜μ˜€λ‹€. μ„€λ¬Έ κ²°κ³Ό, λŒ€ν•™κ΅μˆ˜ 집단 이 전문적 지식과 μ°½μ˜μ„±μ„ μ€‘μ‹œν•˜κ³  μžˆλŠ” 반면, κΈ°μ—… μ’…μ‚¬μž 집단은 μ‚¬νšŒμ  기술과 κ°€μΉ˜Β·νƒœλ„ λ₯Ό κ°€μž₯ μ€‘μš”ν•œ ν•΅μ‹¬μ—­λŸ‰μœΌλ‘œ μΈμ‹ν•˜κ³  μžˆλŠ” κ²ƒμœΌλ‘œ λ“œλŸ¬λ‚¬λ‹€. 즉, λŒ€ν•™κ΅μˆ˜λ“€μ΄ μ€‘μ‹œν•˜λŠ” ν•΅μ‹¬μ—­λŸ‰μ΄ κΈ°μ—… μ’…μ‚¬μžλ“€μ—κ²ŒλŠ” μ€‘μš”ν•œ 직업λŠ₯λ ₯으둜 μΈμ‹λ˜κ³  μžˆμ§€ μ•Šμ•˜λ‹€. λ˜ν•œ, κΈ°μ—…μ—μ„œ μ°½μ˜μ„±μ„ μ€‘μ‹œν•œλ‹€λŠ” μ„Έκ°„μ˜ μΈμ‹κ³ΌλŠ” λ°˜λŒ€λ‘œ κΈ°μ—…μ’…μ‚¬μžλ“€μ€ μ°½μ˜μ„±μ„ μ€‘μš”ν•œ 직업λŠ₯λ ₯으 둜 κ°„μ£Όν•˜κ³  μžˆμ§€ μ•Šμ•˜λ‹€. λ³Έ μ—°κ΅¬μ˜ μ‹œμ‚¬μ μœΌλ‘œλŠ” 졜근의 λ°œλ‹¬μ‹¬λ¦¬ν•™μ  이둠에 κ·Όκ±°ν•˜μ—¬ μ‚¬νšŒμ„±κ³Ό κ°€μΉ˜ 및 νƒœλ„μ™€ 같은 인성적 츑면의 λ³€ν™”κ°€ λŒ€ν•™μƒμ—κ²Œλ„ μΆ©λΆ„νžˆ 일어날 수 μžˆλ‹€λŠ” κ΄€μ μ—μ„œ λŒ€ν•™μ—μ„œλ„ μ‚¬νšŒμ„± λ“±μ˜ μ—­λŸ‰μ„ ν•¨μ–‘μ‹œν‚¬ 수 μžˆλ‹€λŠ” μƒκ°μ˜ μ „ν™˜μ΄ ν•„μš”ν•˜λ©°, κΈ°μ—… μ—μ„œλŠ” μ°½μ˜μ„± λ°œν˜„μ„ κ°€λ‘œλ§‰λŠ” 쑰직 λΆ„μœ„κΈ°μ™€ ν™˜κ²½μ„ κ°œμ„ ν•΄ λ‚˜κ°ˆ ν•„μš”κ°€ μžˆλ‹€λŠ” 것이닀. The purpose of this study is to identify differences in the perceptions of core competencies between higher education and the business sector. A total of seven core competencies were identified primarily through literature reviews and focus group interviews by university professors. Based on those 7 competencies, researchers developed a survey focused on asking university professors and business employees to identify the three most important competencies. Surveys mainly including items asking the appropriateness of each competency for college students or corporate workers and items asking the three most important competencies in order, were administered to both groups. A total of 158 university professors and 242 corporate employees participated in the survey. Results demonstrate that university professors valued professional knowledge and creativity, while the business sector valued social skills and values/attitude, competencies usually formed during adolescence. Also, contrary to the belief that the business sector values creativity, corporate employees did not consider it most necessary for executing jobs. Findings of this research suggest that, first, backed by current findings in developmental psychology, professors should reconsider the popular notion that personality development is difficult to achieve after adolescence and incorporate social skills development in their curriculum. Second, universities should self-evaluate their practices and see if they are developing creativity as much as it is emphasized by professors, and third, businesses should eliminate obstacles that block creativity in their culture
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