• International Journal of Human Ecology
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• v.9 no.2
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• pp.1-11
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• 2008

This paper examines the value of unpaid care work using the 2004 time use survey and compared them to economic measures such as GDP, tax revenue, value of paid work, government expenditure on care-related personnel expenditure and remuneration of paid care workers. It employs the mean earnings approach and generalist approach. It finds that the value of unpaid care work (compared to GDP) is between 18% and 29% using different approaches. The value of care of household members and for others in the community (person care) is between 5% and 8%. Furthermore, the value of unpaid care work is greater than that of direct tax regardless of the approach used. In addition, the value of person care is estimated at between 22% and 35% of the total value of the paid economy. The value of unpaid care work far exceeds the value of government expenditure on care-related personnel and the remuneration of paid care workers. This research suggests that unpaid care work (mostly conducted by women) should be recognized as part of production activities. This is because caring and household maintenance activities are necessary for individual well-being but also it contributes to the national economic competitiveness particularly through human resource development.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1996.04a
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• pp.689-692
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• 1996

The environment surrounded by industries is represented by the 3Cs : Customers, Competition, and Changes. The 3Cs drive industries to pursue external business targets such as customer's needs and marketplaces with BPR (Business Process Reengineering). BPR addresses core business process. One of these core business processes is product development. This product development process has been reengineered by the concept of CE (Concurrent Engineering). The aim of the paper is to build frameworks of CE to clarify the CE concept. This paper begins with investigating the product development process from the perspectives of three drivers: cost, quality and speed. CE frameworks are then followed. The first frmework is concerned with the CE definition and thus three keyphrases are extracted : from the outset, concurrent design and systematic approach. Concerned with the CE implementation, the second framework is composed of five components: generalist & specialist, cross-function team, enabling tools & techniques, success metrics, and total visibility. This paper concludes that the CE practice is hard to achieve because of the 'dont't-tell-them-early' attitude of upstream people, and the 'wait-and-see' attitude of downstream people. As resolution, a change management program is recommended that changes an employees mind-set. This paper also supposes computer systems which facilitate and keep automatic track of the CE process as engineered. Finally it gives a warning that computer systems alone do not guarantee success without being preceded by process re-engineering.

• Asia-Pacific Journal of Business
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• v.12 no.4
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• pp.87-105
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• 2021

Purpose - The purpose of this study was to explores how CEO general human capital, one of the most critical issues in recent research, affects compensation schemes. Design/methodology/approach - This study collected the CEOs of S&P500 companies from 2001 to 2009 and contains 4,155 CEO-firm-year observations and 704 different CEOs. Findings - First, only contingent bonus is affected by general human capital and reputation. Second, the career concerns of CEOs are relevant, especially when explaining CEO tenure. Third, we offer an alternative view of what determines the level of cash compensation schemes and the factors that affect the running of a firm. Fourth, we also suggest that the increase in general human capital can be explained by the increase in its relative importance in managing a modern firm. Overall, the results of this study do not only contribute to academics but also important to boards and shareholders. Research implications or Originality - This study intends to fill the gap in the extant literature by examining the relationship between general human capital and compensation schemes.First, we add to the compensation literature by arguing that a cash compensation scheme is efficient for generalist CEOs. We break down CEO cash compensation schemes into fixed and contingent bonus compensation and investigate whether general human capital differentially affects CEO cash compensation schemes, and thus, the sensitivity to unequal pay for human capital. Second, we contribute to the reputation literature by arguing that CEO perceived reputation also affects CEO compensation schemes.

• Journal of Industrial Convergence
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• v.19 no.5
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• pp.1-11
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• 2021

Prior research regarding the macro patterns of industry convergence has focused on the inter-industry patent network and cross-industry movements of products or services. This article provides a novel approach, according to which human resources embodying explicit and implicit knowledge and technologies are important media driving industry convergence. Drawing on GOMS data (2015-2019) and using information of university graduates' academic majors and their occupations, this article proposes an analytic strategy by which to understand the macro patterns and structural features of industry convergence. Specifically, we build unbalanced bipartite networks of major-industry (occupation) relations, and construct the measures of the industry's niche width and the measure of the average degree of convergence of majors that each industry is linked to. By crossing the two measures, we identify four groups of industries(occupations); specialist, generalist, partial convergence, and full convergence. The convergence group is composed of industries (occupations) that acquire human resources from a number of academic majors each of which plays a role of glue connecting several local industries.