• International Journal of Human Ecology
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• 제9권2호
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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.

• 한국경영과학회:학술대회논문집
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• 대한산업공학회/한국경영과학회 1996년도 춘계공동학술대회논문집; 공군사관학교, 청주; 26-27 Apr. 1996
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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.

• 아태비즈니스연구
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• 제12권4호
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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.

• 산업융합연구
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• 제19권5호
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• pp.1-11
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• 2021

산업융합의 거시적 양상을 다루는 기존 연구는 주로 지식과 기술이 구체화된 특허나 재화/서비스의 산업간 네트워크에 초점을 두었다. 이 논문은 지식과 기술을 체화한 인적자원이 산업과 직업의 융합을 주도하는 또 하나의 중요한 매개체라고 본다. 최근 5개년도 GOMS 자료에 나타난 대졸자 전공 및 일자리 정보를 활용하여 산업(직업)융합의 거시적 양상과 그 구조를 이해하기 위한 분석전략을 제시한다. 구체적으로 전공과 일자리 정보를 토대로 전공↔산업(직업)의 비대칭 이분네트워크를 구축하고, 산업(직업)의 적소범위, 관련 전공의 평균 적소범위라는 두 축을 교차하여 전문주의, 종합주의, 국지적 융합, 융합 등 총 4가지 산업(직업)군을 분류하였다. 융합산업(직업)은 특정 분야에서 국지적 융합성이 높은 다수의 전공으로부터 인적자원을 폭넓게 공급받는 산업(직업)이라고 볼 수 있다. 탐색적 분석결과를 토대로 함의를 도출하고 향후 과제를 제시한다.