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Small and Medium Enterprises(SMEs) represent quite a large proportion of the Information Technology (IT) industry as a whole in terms of the sales revenue and the number of employees. And their role has been constantly growing. However, they have suffered from the shortage and turnover of skilled IT personnel. Under the background, this study focuses on how to effectively retain IT personnel in SMEs. Job embeddedness is the newly emerging concept in the turnover research. It is known that job embeddedness predicts turnover better than the traditional attitude variables such as job satisfaction and it can be developed by human resource practices. So, this study empirically investigates the relationship among human resource practices, job embeddedness and turnover intention. The survey results of 193 IT personnel reveal that compensation, technical competency development, recognition and work-life balance practice have statistically significant effects on job embeddedness, and that job embeddedness has a negative influence on turnover intention of IT personnel. Based on these results, the implications for managing turnover issues in IT SMEs are suggested.

외국에서 활동하는 기업들은 해당 국가에서 인적자원관리를 효과적으로 잘 하려면 그 국가과 문화에 대한 지식과 이해가 필요하다. 중국의 문화적인 특성과 근대화 경험을 바탕으로 한 중국의 인적자원관리의 변화를 살펴보면서 기업의 최고 인사담당자(Chief Human Resources Officer (CHRO))가 중국 상황을 이해하는 데에 도움이 될 것이다. 중국은 기본적으로 정부 구조가 다르기 때문에, 인적자원관리 방식도 다르다. 인적자원관 리 방식은 context-driven이고, 문화적인 차이로 인하여 상황에 맞게 적용을 하여야 한다. 본 논문에서는 발전과정과 중국 인적자원관리 상황과 문제점에 대하여 논의한다. 핵심 인사관리제도를 필요에 따라 어떻게 변화하여서 사용되고 있는지, 그리고 노동개혁 이후의 변화된 부분에 대하여 설명한다. 직원 선택, 교육과 훈련, 평가, 보상, 그리고 노사관계에 대하여 살펴본다. 본 연구에서는 사회적으로 그리고 제도적으로 다른 국가 환경에서 인적자원관리 방식이 어떻게 변화되고 사용이 되었는지를 논의한다. 기업들이 어떻게 활용하면 좋은지에 대한 시사점도 논의한다.

Managing human resources in international context requires knowledge and understanding of the human resource practices of the host country and its cultural context. China has cultural characteristics and experience of contemporary industrialization period, and therefore, learning more about human resource management policies and practices should be helpful for chief human resources officers (CHROs) working in Korean companies operating in China. China is fundamentally different in governance structure and differ in how the human resource practices are used. In this paper, a discussion of the history and state of human resource management practices used in China will be provided along with problems in use of the practices and some changes that occurred after labor reforms. The practices discussed are selection, training, evaluation, compensation, and labor relations. This brief overview can provide a glimpse into how human resource management practices were adopted and adapted for use in organizations under different social and institutional contexts. This paper concludes with implications for companies operating in China and suggestions for future research endeavors.

The Human Resource (HR) system comprises of various interrelated HR practices that forms the bundles. These bundles of Human Resource practices impact the organizational performance. The hard and soft HR bundles are the two sets of the same continuum that describes the strategic approach of the HR system. The purpose of this study is to identify the hard and soft HRM practices from the literature and then empirically test them with the help of factor analysis. The study is conducted on the service industry employees in India. The survey includes the employees from the middle and top-level executives of the service firms. The sample size for the study is 160. Principal component analysis with VARIMAX rotation and Confirmatory Factor Analysis was used to obtain the results. The data analysis was done on SPSS V.20 and AMOS V.22. The results provide knowledge of the HR practices under the hard and soft HRM bundles implemented in the service industry.

본 논문은 베트남 투자사업의 성공요인으로 중요한 의미를 갖는 인적자원관리제도의 현지적합성 검토에 연구의 중심을 두고, 베트남의 문화특성 및 노동제도를 검토하고 현지 한국기업의 인적자원관리관행을 베트남기업과 비교분석함으로써 베트남 진출 한국기업들의 인적자원관리의 현지화 전략에 대한 시사점을 찾고자 하였다. 이를 위해 본 연구는 베트남 진출 한국기업의 전형인 신발 및 의류산업에 있어서 베트남기업과 베트남 현지 한국기업 각 한개 씩 모두 4개의 사례기업을 선정하여(2×2 cell) 각 기업의 인적자원 확보관리, 훈련개발관리, 유지관리 등 인적자원관리의 3가지 범주에 대하여 양국기업간 관행상의 차이점이 무엇인지를 분석하고자 하였다. 분석결과 베트남 기업과 현지 한국기업의 인적자원 관리관행 간에는 베트남 기업이 평등적 사회주의하의 기업관행을 아직 유지하고 있는데서 오는 몇 가지 차이점이 발견된다. 그러나 본질적 측면에서 본다면 차이점 보다는 유사점이 더 많이 발견된다고 볼 수 있다. 그것은 베트남과 한국이 다 같은 유교권으로서 ‘기업가족’의 메타포어를 공유하고 있고 ‘장기적 관계’와 ‘상호신뢰’를 중시하는 등 문화적 유사성이 많다는 점에서이다. 다만 양국의 노사관행 간에 시간적 갭이 존재하며 또 베트남 진출 한국기업이 인적자원관리의 현지화에 대한 몰입수준이 낮아 양국의 관행과 방식을 조화시킬 문화적합성 전략수립에 소흘했다는 점이 양국기업간의 관행적 차이를 설명할 수 있는 중요한 부분으로 추론된다.

This article tried to draw out some implications for localization strategy of human resource management of Korean firms in Vietnamese context. This objective was guided by two specific questions. First, what forms of HRM practices exist in Vietnamese firms especially in footwear and garment industry in which many Korean firms execute FDI. Second, how do these practices and approaches differ from those of Korean firms. In order to achieve these purpose, this study tried to compare HRM practices of Vietnamese firms with local Korean firms by using case analysis of 3 categories of HRM between each two samples(2×2 cell). From the analysis, we could find some differences in HRM practices, especially in recruitment, selection and labor relations between two national firms that are supposed to come from socialistic tradition of Vietnamese firms. But we could also find some similarities in HRM practices between two national firms that are supposed to come from same Confucian culture such as the concept of 'corporate family' 'reciprocity' and 'long-term relations', 'consistency trust' etc,. Finally, we could draw out the implications that the commitment to localization of Korean firms to Vietnamese context was not strong, and this weak commitment could be pointed out as one of the important reasons for the low level of localization of Korean firms.

This study aims to suggest research implications that may contribute to preventing turnover of personnel in small and medium sized software companies. A research model is developed based on the Bergiel, et al. (2009) and Woo and Hwang (2010). This model describes how human resource management (HRM) practices (compensation, recognition, job autonomy, technical capability development, work-life conflict) affect turnover intention, through the mediating effects of job satisfaction and job embeddedness. 177 questionnaires are collected and analyzed. Validity and reliability of measures, and appropriateness of the structural model are verified. Results of the hypotheses testing are somewhat different from the expected ones: Only compensation and technical capability development are significant, but the remaining variables are not significant in affecting job satisfaction and job embeddedness. As for turnover intention, job embeddedness and job satisfaction are proved to be significant predictors. From the analyses of data, subsequent interview with several respondents and additional data analyses, more research implications are derived. The study has a limitation of not including more diverse variables that might affect job embeddedness and job satisfaction of so called road warriors.

혁신은 기업의 발전 및 경제성장에 필수불가결한 요소이다. 그리고 인적자원은 조직의 성과에 영향을 미치는 매우 중요한 요소로 간주되어 왔다. 기존의 여러 조기에서에 사례에 비추어 볼 때 인적자원과 혁신 이 두 변수간에는 상호 영향관계가 있을 수 있음이 충분히 추론될 수 있다. 이 논문에서는 인적자원관리와 혁신과의 관계를 구명하고자 시도하였다. 기업이 가능한 많은 인적자원관리 방안을 도입하는 것이 혁신에 더 나은 영향을 미치는지 또는 특정 인적자원관리 방안이 혁신에 개별적으로 영향을 미치는지를 확인하는 것이 본 연구의 주된 관심이었다. 인적자원은 조직의 혁신의 모든 과정에 관여되어 있으며 또한 혁신의 중요한 요소로서의 인적자원에 대한 인식이 점차 증대하고 있다. 이에 따라 인적자원관리와 혁신에 대해서 그동안 각각 개별적으로는 많은 연구가 이루어져 왔다. 그렇지만 혁신과 인적자원관리의 상호관계 및 인과관계에 대해서는 기존에 충분히 연구가 이루어지지 않았다. 또한 혁신 및 인적자원관리 관련 문헌에서도 두 변수 상호간의 관계에 대해서는 거의 언급되지 않고 있다. 이러한 점에 기초하여 본 연구에서는 인적자원관리 방안과 혁신과의 관계를 조사하고자 기업을 대상으로 실증조사를 실시하였다. 본 연구의 실증자료 분석의 일환으로 실시된 회귀분석의 결과는 인적자원관리가 혁신과 유의한 정의 관계를 나타내고 있음을 보여준다. 두 변수간의 이러한 정의 상관관계는 인적자원관리 방안 가운데 특히 보상 및 커뮤니케이션 영역에서 두드러지게 나타나고 있다. 이와 더불어 인적자원관리는 매우 혁신적인 기업에서 특히 중요한 역할을 수행하고 있는 것으로 나타났다. 그리고 인적자원관리의 모든 영역의 방안을 사용한 인적자원관리 시스템은 혁신과 가장 강한 정의 관계를 나타내고 있다. 그렇지만 조사 결과 인적자원관리 시스템들 간의 선형적 순위는 발견되지 않았다. 따라서 인적자원관리 방안이 많으면 많을수록 혁신에 반드시 더 좋은 영향을 미치는 것으로 볼 수는 없다고 할 수 있다. 오히려 이보다는 인적자원관리 방안과의 적합한 결합이 혁신에 결정적 영향을 미치는 것으로 추정할 수 있다.

Innovation as a key element for development and economic growth is undisputed. In addition to extensive market conditions, the human resources have always been regarded as an important parameter. The strong involvement is the reason why HRM practices as an aspect of human resources are increasingly recognized as an important element for innovation. This paper focuses on the human resource management (HRM) practices and their association with innovation. It is investigated whether it is better to adopt as many practices as possible or whether individual HRM practices are particularly relevant. The human resources are involved in the entire innovation process and are therefore increasingly recognized as an important element for innovation. However, the interaction of HRM practices and innovation is barely considered in both, the HRM and the innovation literature. The results of an Ordered Probit regression show a significantly positive correlation between HRM practices and innovation activities, especially for practices related to payment and communication. Thereby, HRM practices are especially crucial for highly innovative companies. In addition to the positive association of certain HRM groups, differences depending on the strength of the innovation activities can be found. For a more precise description of the complex innovation processes, the description of the innovation activities is based on several innovation related variables. Considering the resulting four types of innovators, the correlation with Pioneers is much stronger than with the less innovative group of Small innovators. In addition, the results for all equations are significantly more negative for Non-Innovators than for Adapters. In addition, an HRM regime using practices of all HRM areas has the highest positive association, but a linear ranking of HRM regimes cannot be found. Hence, the more the merrier does not necessarily apply. Rather, the correct combination of HRM practices seems to be crucial. A perspective for future research is the analysis of this combination as well as potential repercussion effects of innovation activities on the structure of HRM strategies using panel data.

Organizational theories help better understand how organizations behave in order to achieve their goals assuming different boundary conditions: organizational goals, rationality in human choice behavior, influence of organizational environments, etc. However, we observe that a majority of organizational theories have increasingly emphasized the influence of environmental uncertainties on organizational choice decisions and activities. In this paradigm, interestingly, we can find that different theories explain the same organizational phenomena in various ways with their unique assumptions. These diverse interpretations, on the one hand, may facilitate the accumulation of knowledge to better understand an organizational phenomenon while, on the other hand, they may lead students to face ambiguities in interpreting said phenomenon. This diversity in interpretations is frequently captured in organizational practices literatures. In particular, studies about the impact of human resource (HR) practices on firm performance in strategic human resource management (SHRM) literatures are a good example. A research question in this study is to examine why this phenomenon is prevalent in this field. In order to answer this question, this study seeks to identify the main theoretical arguments and review previous empirical findings on this topic. Then, this study proposes an integrative framework that may more accurately explain the impact of HR practices on firm performance, reconciling conflicting theoretical perspectives. This study argues that while investigating the relationship between HR practices and firm performance, researchers need to consider not only the adoption of HR practices based on rational models but also the institutionalization of HR practices in organizations. After developing a theoretical framework and research hypotheses predicting the effects of progressiveness and institutionalization of HR practices on performance, this study tests the hypotheses using a sample of Korean firms and shows the positive relationship between progressiveness and institutionalization of HR practices and firm performance as well as interaction effects of these two variables on firm performance.

A literature review on industrial relations shows that trade unions with bargaining power affect many aspects of human resource management, far beyond the traditional areas like compensation or employee representation. The purpose of this study is to investigate if there is a significant difference in the adoption of human resource management practices between unionized and non-unionized sectors. Specifically, this study deals with 17 practices regarding recruiting/selection, compensation, skill training, job analysis, performance evaluation, and employment-related issue. The data, which are surveyed by the Korea Productivity Center (KPC) in 2006, are utilized here for the first time. A simple cross-tabulation analysis seems to show a positive relationship between unions and the adoption of practices. However, the results from a probit analysis controlling other factors, which may influence the adoption of practices by firms, reveal that the existence of trade unions is unlikely to increase the adoption of most practices, except only three or four such as job analysis, outplacement program, and education-related practice(s). These results imply that trade unions are unlikely to affect human resource management beyond compensation issues, contrary to general belief. It is uncertain for now whether the results reflect powerlessness of unions or an assimilation trend between the two sectors, with regard to human resource management.

본 논문은 우리나라 기업들의 성과에 대한 기업들의 고용, 인적자원개발, 노사관행의 시행이 미치는 영향력에 대하여 분석하였다. 분석을 위한 자료는 한국노동연구원(KLI)의 2017년 7회차 사업체패널 조사로 수집된 2,868개 기 업에 대한 자료를 활용하였다. 기업의 성과는 전년도 영업이익을 대상으로 하였다. 고용은 신입사원의 공개채용여부, NCS직무능력에 대한 평가여부, 핵심인력 확보 프로그램 실행여부를 포함하였다. 인적자원개발은 재직자 훈련 실시여 부, 직무능력향상도 평가여부, 저성과자 관리프로그램 시행 여부, 근로자 경력계획 여부, HRD에 직무분석 활용여부로 구성하였다. 노사관행에는 육아휴직 보장, 출산휴가에 대한 보장과 보육시설 지원 여부를 포함하였다. 분석방법은 영 업이익의 흑자 및 적자 기업의 두 집단에 대한 이항 로지스틱 회귀분석을 사용하였다. 분석결과 기업의 성과에 대해 고용, 인적자원개발, 노사관행의 영향력을 확인할 수 있었으며, 기업 차원에서 성과를 높이기 위한 고용 및 인적자원 개발, 노사관행 관리의 시사점을 논의하였다.

This paper analyzed the influence of employment, human resource development, and labor practices on the corporate performance. Data were collected from the Korea Labor Institute’s workplace panel survey(WPS) from 2017, and the analysis used 2,868 companies. This study employed operating profit as a corporate performance. Employment included open recruitment of new employees, evaluation of NCS job competency, and implementation of core human resources acquisition program. Human resource development consisted of incumbent training, job competency improvement evaluation, management program for low performer, emoloyee’s career plan, and HRD using job analysis. Labor practices included guarantees for parental leave, guarantees for maternity leave, and support for childcare facilities. The analysis method used binominal logistic regression analysis for two groups of operating profit surplus and deficit companies. As a result of the analysis, it was possible to confirm the influence of employment, human resource development, and labor practices on performance. And the implications of employment, human resource development, and labor practices to improve corporate performance were discussed.

전시컨벤션산업은 관광, 숙박, 교통, 식음료, 광고 등 전후방 산업에 파급효과가 큰대표적인 고부가가치의 종합 서비스산업으로 다양하고 복합적인 서비스를 동시에 제공하기 때문에 업무의 범위가 매우 폭넓고 그만큼 인적자원의 역량이 중요한 영향을미친다. 그러나 전시컨벤션산업은 그동안 인프라 구축 등을 중심으로 양적으로는 급격히 성장해 온 반면 인적자원의 중요성은 언제나 제기되었으면서도 정작 실제 개별 기업에서 인적자원관리에 대한 체계적인 시스템의 구축과 제도의 시행은 드물었으며 학계에서도 관련 연구는 거의 없었다. 따라서 전시컨벤션산업에서 가장 상징적이며 대표적인 기업이라 할 수 있는 A사의인적자원관리 시스템과 제도에 대한 심층적인 사례연구는 산업의 인적자원관리 측면에서 큰 시사점을 줄 수 있다. 본 연구에서는 선행연구를 통하여 인적자원관리 시스템유형의 분석틀과 대표적인 개별제도 4가지(채용/선발, 평가, 보상, 교육훈련)를 선정하여 A사에 대한 사례연구를 실시하고 전시컨벤션산업의 발전을 위한 역량기반 인적자원관리 측면에서 시사점을 제시하였다.

The convention and exhibition industry is a higher value-added service industry with forward-backward ripple effects, and the competency of human resources has important influences on this. However, there have been almost no studies concerning, or systematic implementation of human resource management in the convention and exhibition industry while it grew up quantitatively in the last decade or so. Thus, an in-depth case study of human resource management of company A, which is the most symbolic and representative company in the convention and exhibition industry, can provide great implications in terms of human resource management in the industry. This study conducted a case study with company A and suggested implications by selecting a frame of analysis of human resource management system and four individual practices(recruitment/selection, appraisal, compensation and training/development) through preceding studies.

The purpose of this study is to test the effects of human resource practices on job satisfaction based on the cultural theory targeting on Generation Y hoteliers in the Korean hotel industry. In Hofstede’s cultural dimensions, Korea was categorized as collectivist, strong uncertainty avoidance, large power distance and closer to a feminine culture. Meanwhile, the current workplace is under a generational change, with a new generation which has rapidly been joining the industry as a new workforce. Based on these conditions, this study wonders whether Hofstede’s categorization is still significant in the present organization since many literatures have mentioned that the new generation Y’s characteristics are a lot different from the previous ones such as Baby boomer and Generation X. Finally, the study results showed as follows: Reflecting collectivism, team work and work-life balance had a positive effect on job satisfaction. In relation to strong uncertainty avoidance culture, job security had a positive effect on job satisfaction. Meanwhile, training did not show any significant evidence in affecting job satisfaction. Concerning about the large power distance, the effect of empowerment on job satisfaction was not significant. Lastly, in terms of feminine culture, personal recognition had a positive effect on job satisfaction. However, the effect of rewards and benefits on job satisfaction was not significant. Theoretical and practical implications are discussed.

This study sought to examine the effect of three (distributive, procedural, and interactional) justice perceptions in predicting employees' motivation to participate in training activities. On the basis of theoretical linkages between the constructs, full mediation and partial mediation models by perceived benefits of training were developed. The models were tested using SEM (Structural Equation Modeling) on responses from 302 employees of three wireless operators in the Republic of Korea. The results showed the partial-mediation model is a dominant model. It also confirmed that interactional justice directly influence motivation to participate in training, whereas procedural justice influence the variable through perceived benefits of training. Furthermore, limitations and implications of the current study and directions for future work are discussed.

Considering inconsistent results in the extant literature regarding whether participative practices improve performance, we focused on the mediating roles of an individual’s perception of human resource development practices, including training and career development, on the relationship between the two constructs. We began by examining the validity of the constructs under the study. Next, using structural equation modeling, we found that an individual’s perception of career development fully mediates the relationships between the two participative practices, including participation and empowerment, and in-role performance. In addition, the findings indicated that individuals’ perception of training fully mediates the relationship between empowerment and performance, but failed to play a mediating role on the relationship between participation and performance.

This study investigates the distinctive characteristics of human resource management (HRM) practices of the Korean subsidiaries operating in Vietnam, compares them with those of other countries’ companies, and also examines the impacts of HRM practices on the organizational attitudes of local employees, that is, Vietnamese employees. The data were collected from 60 human resource managers and 620 Vietnamese employees working for 60 foreign-invested companies using two survey questionnaires: HR manager questionnaire and employee questionnaire. The results show that Korean subsidiaries have a significantly different HRM practices from other Asian and Western subsidiaries. Korean companies’ HRM practices are characterized by poor prospect for promotion to high positions, underinvestment in training and development, and lower pay level. In addition, local employees working for Korean subsidiaries have significantly lower level of perceived organizational justice and organizational commitment than those working for Asian and Western subsidiaries. Although several HRM practices of foreign subsidiaries are correlated to the organizational attitudes of local employees, when controlling for the effects of country of origin, the impacts of HRM practices on organizational attitudes are not significant. The implications of these findings are discussed.

Innovation as a key element for development and economic growth is undisputed. In addition to extensive market conditions, the human resources have always been regarded as an important parameter. The strong involvement is the reason why HRM practices as an aspect of human resources are increasingly recognized as an important element for innovation. This paper focuses on the human resource management (HRM) practices and their association with innovation. It is investigated whether it is better to adopt as many practices as possible or whether individual HRM practices are particularly relevant. The human resources are involved in the entire innovation process and are therefore increasingly recognized as an important element for innovation. However, the interaction of HRM practices and innovation is barely considered in both, the HRM and the innovation literature. The results of an Ordered Probit regression show a significantly positive correlation between HRM practices and innovation activities, especially for practices related to payment and communication. Thereby, HRM practices are especially crucial for highly innovative companies. In addition to the positive association of certain HRM groups, differences depending on the strength of the innovation activities can be found. For a more precise description of the complex innovation processes, the description of the innovation activities is based on several innovation related variables. Considering the resulting four types of innovators, the correlation with Pioneers is much stronger than with the less innovative group of Small innovators. In addition, the results for all equations are significantly more negative for Non-Innovators than for Adapters. In addition, an HRM regime using practices of all HRM areas has the highest positive association, but a linear ranking of HRM regimes cannot be found. Hence, the more the merrier does not necessarily apply. Rather, the correct combination of HRM practices seems to be crucial. A perspective for future research is the analysis of this combination as well as potential repercussion effects of innovation activities on the structure of HRM strategies using panel data.

This study examines the relationship between human resource management practices and innovation in software engineering. We use social exchange theory to investigate how human resource management practices influence the innovative behaviors of software developers through the mediation of affective organizational commitment. The results show that developmental appraisal, externally or equitable reward, and comprehensive training increase developers’ affective organizational commitment, which in turn positively affects their innovative behaviors.

The Human Resource (HR) system comprises of various interrelated HR practices that forms the bundles. These bundles of Human Resource practices impact the organizational performance. The hard and soft HR bundles are the two sets of the same continuum that describes the strategic approach of the HR system. The purpose of this study is to identify the hard and soft HRM practices from the literature and then empirically test them with the help of factor analysis. The study is conducted on the service industry employees in India. The survey includes the employees from the middle and top-level executives of the service firms. The sample size for the study is 160. Principal component analysis with VARIMAX rotation and Confirmatory Factor Analysis was used to obtain the results. The data analysis was done on SPSS V.20 and AMOS V.22. The results provide knowledge of the HR practices under the hard and soft HRM bundles implemented in the service industry.