Earticle

The ultimate purpose of this study is to develop the integrated and strategic R&D management system for Korean energy and resources industry in cope with its rapid change in environment and technology. The starting important point for this ultimate purpose is to select stratigic and critical technologies to the period of 2030. Among the concerned selection scheme for this purpose, AHP model was used to evaluate the opinions of domesic and foreign specialists. Therefore the strategic and valuable technologies were selected by the integrated comparison of the two groups of specialists.

Walton & McKersie`s Integrative Bargaining model was empirically tested. The test data were collected from Korean business firms` joint labor-management consultation. In testing the integrative bargaining model, the interrelationship of the integrative bargaining with the attitudinal structuring, intraorganizational bargaining, and distributive bargaining were considered also. The results showed the followings. Firstly, the mutual trust is the most important factor in the success of integrative bargaining and joint labor-management consultation. Secondly, it is highly recommended for Korean joint labor-management consultation representatives to develop how to negotiate mutually gainful issues.

Program development is a transmission process during which the information required by users is transmitted into programs. Thus, it is necessary to assess whether program meets the needs of users` requirements. For that, this study is to develop Quality Index which can estimate program quality quantitatively, by using a Required Quality Information Transmission Model(RQITM). To verify the effectiveness of Quality Index, We made an empirical survey. The findings of the survey are as follow : - Program size is most highly correlated with program development efforts, and the Quality Index and the number of file followed in order. - The Quality Index as an estimation metric for the determination factor of the program development efforts gave an effect very high on the program development efforts.

It was proven that job stress and social support have influence on job satisfaction and organizational commitment. But it has no influence on the job performance, contrary to the expectations shown in the existing studies. Therefore, it seems that the two levels -- fulfillment of the needs of an individual and his mental health, on the one hand, and the organizational effectiveness, on the other -- are mutually independent. But this does allow us to generalize that job stress and social support does not have any effect on the job performance. It may be because that job stress and social support are proportionally small in the total variance of the factors operating on the job performance. Or there may exist variables which mediate the relation of social support and job stress, on the one hand, and job performance, on the other. And what most influences the job satisfaction and organizational commitment is role under-utilization. It tells us that the workers regard their ability as being insufficiently utilized. A significant difference of the effects of job stress and social support, depending on locus of control, on the organizational effectiveness was observed This suggests that job satisfaction and organizational commitment of internal group are mainly based on role under-utilization and self-esteem support, whereas those of the external group are based on the leaders` tangible support. Therefore, between the leadership patterns, `consideration` is needed for internal group and `initiating structure` is needed for external group. And in Korea, according to the post-analysis, negative correlation rather than `inverted-U relation` appears between job stress and organizational effectiveness, suggesting that stress may be totally dysfunctional. Therefore, in case of Korea, it may be earlier to introduce the concept of `optimal level` of job stress in the business. It may be much more desirable to put emphasis on the simple reduction of job-related stress.