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The improvement of education has a major influence on the development of the comprehensive national strength . Among the factors that affect education, principals are responsible for the essential task of achieving goals of education. Therefore, it can be said that principals are the vital human resources in the educational systems. In China ,for a long time, the principals of primary and secondary schools have the administrative levels as the government civil servants. And they are administered by the Organization Department and the Personnel Department according to the management of cadres. This management system seriously affects the educational reform and development. Thus, in order to improve this situation, China began to implement the Principal Rank System. This system divides the post of principals into several levels in accordance with different qualifications, conditions, job responsibility requirements, thereby forming post-rank sequence. Moreover, the operations of principals also will be examined and the results of the evaluation will be provided as the basis and management standards for their job rank, appointment, assessment, reward and punishment, promotion and salary. In this thesis, the characteristics of the Principal Rank System will be investigated by means of analyzing the implementation situation of this system. At the same time, some suggestions for the implementation of the Korean Principal Management System will be provided. And the documentation method will be particularly used as a way of collecting data in this thesis. In addition , Chinese president rank system implementation situation analysis, the characteristics of the principal rank system and provide inspiration for the South Korean president management system through article by the method of literature analysis of China Ministry of Education, the principal rank system implemented accordingly Documents regarding the implementation of specific measures headmaster, the role of professional development, personnel management and other aspects of the principal and the principal documents issued by the rank system areas to collect, analyze, organize, use, obtain properties of the principal rank system of China and the Korean president Inspiration system. This thesis is divided into six parts. The purpose, necessity and methodology of the study will be described in Chapter 1. Chapter 2 is a review on the literature relating to the study. Then in the chapter 3, a general overview of Principal Rank System is described and some examples will be listed. The specific conditions of Shanghai, Zhongshan, Weifang and some other places will also be mentioned. Chapter 4 explores the characteristics of the Principal Rank System. And in chapter 5, suggestions for the Korean Principal Management System is given. The last chapter is the conclusion of the study.

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The purpose of this study was to examine if there are interaction effects between sex and job position in explaining job stressors with a sample of employees working in service organizations. Questionnaires were distributed to four groups: 99 male managers, 102 female managers, 93 male employees, and 188 female employees. We examined difference in job stressors (role ambiguity, role conflict, role overload, role underload, aptitude incongruity, conflict between departments, dissatisfaction with a leader, dissatisfaction with colleagues, problem of participation in decision making, job instability, promotion problem, wage problem, work-family trouble, environment problem, and emotional labor) for each of the four groups (male managers, male employees, female managers, female employees). The results of two-way ANOVA showed that there were significant differences in job stressors by sex and job position.

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& & ÀÌ ¿¬±¸´Â °æÁ¦Àι®»çȸ¿¬±¸È¸ ¼Ò°ü Á¤ºÎ Ã⿬¿¬±¸±â°üÀÇ ¿¬±¸Á÷ Á÷±ÞÁ¦µµ ¿î¿µÀ» ³»¿ÜºÎ ȯ°æ°úÀÇ Á¤ÇÕ¼º °üÁ¡¿¡¼­ ºÐ¼®ÇÏ°í ÀÌ¿¡ µû¶ó °³¼±¹æ¾ÈÀ» Á¦½ÃÇÏ´Â °ÍÀÌ´Ù. ¼±Ç࿬±¸ µîÀ» Åä´ë·Î Á÷±ÞÁ¦µµÀÇ ¿ÜºÎÀû ȯ°æÀ¸·Î Á¤ºÎÁ¤Ã¥, ³ëµ¿½ÃÀå, ³ëÁ¶È°µ¿, º¥Ä¡¸¶Å· ´ë»ó±â°ü, Á÷±ÞÁ¦µµ Æ®·»µå, »ê¾÷Àû Ư¼ºÀ» ´Ù·ç¾úÀ¸¸ç ³»ºÎÀû ȯ°æÀ¸·Î´Â Ã⿬¿¬ ÀλçÁ¦µµ¿Í Á¶Á÷Àû Ư¼ºÀ» Æ÷ÇÔÇÏ¿´´Ù. ºÐ¼®°á°ú Ã⿬¿¬µéÀº Á¤ºÎÁ¤Ã¥, ³ëµ¿½ÃÀå ¹× ³ëÁ¶È°µ¿ º¯È­¿¡ µû¶ó ¹Ú»ç±Þ À§ÁÖ·Î ¿¬±¸Á÷À» ¿î¿µÇÏ´Â µîÀÇ ´ëÀÀÀ» ÇÑ °ÍÀ¸·Î ³ªÅ¸³­´Ù. ÇÏÁö¸¸ º¥Ä¡¸¶Å· ´ë»ó ±â°üµé°úÀÇ ºñ±³, Á÷±ÞÁ¦µµ Æ®·»µå, Áö½Ä»ý»ê±â°üÀ¸·Î¼­ÀÇ »ê¾÷Àû Ư¼º, ³»ºÎ ÀλçÁ¦µµ ¹× ±â°üÀÇ Á¶Á÷Àû Ư¼º µî¿¡ ºñÃ纼 ¶§ ÇöÀç Ã⿬¿¬ÀÌ ¿î¿µÇÏ´Â Á÷±Þ´Ü°è, ½ÂÁøÁ¦µµ, ä¿ë ¹æ½Ä µî¿¡ ÀϺΠ°³¼±ÀÌ ÇÊ¿äÇÏ´Ù´Â °ÍÀ» È®ÀÎÇÏ¿´´Ù. ÀÌ¿Í °ü·ÃÇؼ­ ¿¬±¸°á°ú´Â Áö½Ä»ý»ê±â°üÀ¸·Î¼­ Ã⿬¿¬ °æÀï·Â À¯Áö¿Í Á¦°í¸¦ À§Çؼ­´Â ¿¬±¸Á÷ Á÷±Þ´Ü°è Ãà¼Ò¿Í ÇÔ²² ³»ºÎ Ãæ¿ø°ú ¿ÜºÎ Ãæ¿ø¹æ½ÄÀÇ Á¶È­, ¿ª·®Áß½ÉÀÇ Ã¤¿ë°ú ½ÂÁø Á¦µµ ¿î¿µ, Á÷À§ºÐ·ùÁ¦ °³³ä µµÀÔ È®´ë µîÀÇ Á¶Ä¡°¡ ÇÊ¿äÇÔÀ» ½Ã»çÇÑ´Ù.

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In order to investigate the job satisfaction of construction engineers on-site work belonging to construction companies and CM/engineering companies, this study analyzed the work satisfaction by position based on the job satisfaction measurement items derived from previous studies. The current job satisfaction of construction engineers was found to be moderate overall, and the degree of dissatisfaction by position was found to be high at the employee and assistant manager. In addition, it was found that more than half of the construction engineers at the employee and assistant manager were highly willing to change jobs and retire. In this study, we first identified ways to improve job satisfaction in terms of task environment, organizational environment, and personal environment that need improvement through the improvement requirements of construction engineers, and presented a benchmarking plan for advanced countries' cases.

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The primary purpose of this study is to propose alternatives to improving organizational productivity in accordance with both internal and external security environment by managing position ratio presently, human resources are concentrated on positions which are ranked as inspector or below inspector rank. To accomplish this goal, this study sets the main research questions: ¡°what direction and what criteria are apposite to draw alternatives to improving rank structure?,¡± ¡°what kinds of tasks are more appropriate task to higher rank position?¡± and ¡°how can the ratio of manager positioned by superintendent rank and over superintendent rank to hands-on workers positioned by senior inspector rank or below senior inspector rank is rearranged?¡± And to derive answers to these research questions empirically, this study performs job analysis targeting entire police tasks and job evaluation which appraises both the level of difficulty and importance of each task, and then the value of each task is calculated according to job evaluation. As results, 3,643 tasks are classified through job analysis. And entirely 11,220 positions (3 chief superintendent generals, 14 senior superintendent generals, 20 superintendent generals, 250 senior superintendent, 963 superintendent, 4,023 senior inspectors and 5,947 inspectors) seem to need to be increased compared with present rank structure, while equivalent positions need to be decreased in the rank of assistant inspector(2,738 positions), senior police officer(3,949 positions) and police officer(4,533 positions).

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The purpose of the study was to develop and validate leadership scales by level of positions for Small and Medium-sized Enterprises (SME). The following research questions were established to achieve the purpose of the study:
 
 Research Question 1. How should leadership scales by level of positions organized for Small and Medium-sized Enterprises?
 
 Research Question 2. Is the developed leadership scale by level of positions valid?
 
 In order to identify the above research questions, the scales development process proposed by the McCoach, Gable, & Madura (2013) was followed. In order to determine the factors for the leadership of the SME, the researcher analyzed research studies to find a total of 22 factors. In addition, through two focus group interviews, another factor, 'driving force', was found resulting in total 23 leadership factors.
 Three rounds of delphi surveys have been conducted involving 15 experts. In the first round, it was surveyed to find what 23 key factors were suitable for each level of position, and appropriateness of the definitions were checked. Open-ended opinion was also collected from the panel. In the 2nd round, the results of 1st round survey were presented to the panel for review. A total of 151 behavioral indices were presented from the literature review, focus group interviews, and the expert panel's responses to the conformity of the assessment were collected. In the 3rd round, the results of the second set of factors and the modified final descriptions were presented to the panel. Afterward, means, standard deviations, and content validity ratio were calculated. Finally, 6 core factors with 14 items for employees, 17 core factors with 58 items for the mid-level managers, and 17 core factors with 84 items for the senior managers were identified.
 The following verified the reliability and validity of the developed SME leadership scales. A total of 781 subjects were surveyed. Three-hundred-ninety-one copies were used to analyze Exploratory Factor Analysis (EFA) and 390 were used for Confirmatory Factor Analysis (CFA). Furthermore, all the criteria for convergence validity and discrimination were met with satisfaction. 
 As the results, 8 items of 2 factors were developed for entry level employees. For mid-level managers, 30 items of 5 factors. and for senior managers, 35 items of 5 factors were developed. The scales were named Small and Medium-Sized Enterprises - Coordination, Relational, Insight (SME-CRI) leadership scales.
 Based on the results of the study, the conclusions were as follows;
 First, there were differences in leadership capacity among SME level of positions. Therefore, it is necessary to develop a customized leadership education program considering the level of positions in the company.
 Second, there were differences in leadership capacity among SME level of positions. However, leadership capacities at each level are interconnected and organically linked.

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Objective: The purpose of this study was to examine the community health promotion workforce core competencies by position. Methods: To accomplish the purposes, first of all, we conducted the literature review. Second, we sought advices about the ideal qualified workforce and the common capability to perform the work from 517 persons in charge of health program and 13 heads of health work support groups. Finally based on aforementioned results, we suggested competency-focused education contents. Results: The result shows that the ideal qualified workforce should have a communication ability since the connection between internal and external resources became more important. Also creative, active and integrated ability are needed. The essential competencies are different as positions. The heads of public health center¡¯s essential competencies are organization management, leadership and building networks. They were asked to have leadership-related competencies as a head. The administrators¡¯s essential competencies are communication, planning and coordination and organization or task management and they are asked to perform as a intermediate staff. The managers¡¯ essential competencies are planning, performing and monitoring. They need actual performing-related competencies. Conclusion: Based on the above results, we will suggest the education system and also by positions. And the common core competency education is for all workforce and consists of basic education and position-specific education.

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The aims of this study are (1)to analyze the fitness between the class of position system for researchers and it's external and internal contexts in the social science related public sector research institutes(PSRIs) and (2) to suggest recommendations accordingly. In this study, government policy, labour market condition, unionization of the researchers, the practices of leading think tanks, the characteristics of knowledge intensive industry and the management trends are categorized as external environmental components. And the personnel management system and each institute's organizational structural characteristics are considered as internal environmental components. The results show that the class of position system were organized by mainly doctoral level researchers as a response to the changes in government policy, labor market condition and unionization of researchers. However, the present class of position system, promotion system and recruit, which are managed by the PSRIs, need to be improved when they are compared with the practices of the leading this tanks, and when we consider the characteristics of the knowledge intensive industry, the present trend of the class of position system, the personnel management system and the organizational characteristics of the PSRIs. Therefore, the results suggest that the reduction of hierarchy in the class of researchers, the change to merit and competency based promotion system, balancing between the internal recruit and the external recruit, and the expansion of the job groups are required for enhancing the competitiveness of the research institutes in the knowledge society.

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The aim of this study is to analyze the factors which influence the similarities and the diversities of the class of position systems for the researchers in the social science related public www.kipa.re.kr 295research institutes. For the analysis, this study uses DiMaggio & Powell's institutional approach developed in sociology. The results show that the influences of the normative networks and of the tendencies to follow the leading institutes were strong before the onset of the research council system, however, after the council system was once established, the effects of the regulative and governance were crucial. The diversities of the class of position systems are also related to some organizational characteristics such as organizational ages, organizational change history, the natures of tasks, and the existence of labor unions. On the whole, the logic of appropriateness plays a bigger role in the formulation process of the system than the efficiency logic, therefore, there is much room to improve. To maintain a competitive advantage as a research institute, the research council needs to redesign the researchers' class of position system which can be used to recruit and maintain the more competitive researchers. In addition,it is important for research council to consider the various influencing factors of a institute's characteristics as well as the organizational field research institutes reside.

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As an effective internal marketing that is provided for the employees heightens the commitment and loyalty, it also has a positive impact on customer satisfaction which creates a positive influence on the company result. Especially, in the case of the service sector, an effective internal marketing is an imperative strategy to induce the most effective management since a differentiated human service affects the predominance in competition. 
 Thus, this study explores how the internal marketing of major airlines affects the affective commitment of the cabin crews and the customer orientation and how the rank differential is related to each factor. It differs from the previously conducted studies in that the existing studies focus on the relationships between the factors. In other words, the purpose of this study is, based on precious studies, to propose the further course of direction towards an effective internal marketing by managing airline cabin crew human resources based on rank differential. 
 To conduct the study, conceptualization and research method for on internal marketing, affective commitment and customer orientation are theoretically considered from exiting studies while the survey is administered at the airline A of cabin crews in order to draw positive analysis result. 
 The total of 410 surveys were administered from October 18, 2014 to November 9, 2014 to the airline A cabin crews and 367 valid surveys were extracted. SPSS 21.0 program was utilized for statistical analysis and the methods used are frequency analysis, factorial analysis, reliability analysis, retrospective analysis and ANOVA. 
 
 The results of the positive analysis are:
 1. Factors of airline internal marketing such as empowerment, training, benefit package, reward system and internal communication are found to enhance the affective commitment of cabin crews. 
 2. As affective commitment becomes stronger, the greater the customer satisfaction in customer orientation as well as the heightened pleasure in customer reception. 
 3. Factors in internal marketing and affective commitment are found to have
 diverse effect among crews with rank differential.
 This study investigates and proves that the relationship between variables of 
 internal marketing and affective commitment and the relationship between affective commitment and customer orientation are the imperative and crucial elements of the internal marketing among the cabin crews. As the satisfaction of internal marketing increases, the affective commitment increases, which leads to customer orientation as well. Thus, it is pivotal to provide multi-faceted educational systems to improve competence, improve benefit package, create impartial evaluation system and grant sufficient reward in order to amplify the affective commitment of cabin crews and customer orientation. Moreover, as internal marketing, affective commitment and customer orientation are subject to rank differential among cabin crews, an internal marketing strategy that is hinged upon the rank differential needs to be developed.
 In the further study, the subjects of the study will expand to airport crews and call center crews for the more effective human resource management of airline staffs and also to understand how different occupational groups will have contrasting reactions to internal marketing strategy and relations affective commitment and customer orientation as well as what the factors of internal marketing will be. 
 
 Key Words : Internal marketing, Affective commitment, Customer orientation, Rank differential

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»ç¾÷ÀÇ Áö¼ÓÀûÀÎ ¼ºÀåÀ» À§Çؼ­, »ý»ó¼ºÀÇ Çâ»óÀº ÇʼöÀûÀÎ ¿ä¼ÒÀÌ´Ù. °Ç¼³¾÷Àº ³ëµ¿Áý¾àÀûÀÎ »ê¾÷ÀÌ°í ±×·¡¼­ °Ç¼³±â´ÉÀηÂÀº »ý»ê¼º¿¡ ¿µÇâÀ» ¹ÌÄ¡´Â °¡Àå Áß¿äÇÑ ¿äÀÎÀÌ´Ù. ±×·¯³ª ¸ÅÇØ °Ç¼³±â´ÉÀηÂÀº °¨¼ÒÇÏ°í ÀÖ´Â Ãß¼¼ÀÌ´Ù. µû¶ó¼­ ÀÌ·¯ÇÑ ¹®Á¦´Â ¹Ýµå½Ã ±³À°Ã¼°è¿Í Á÷±Þü°èÀÇ Á¦¾ÈÀ» ÅëÇØ °ü¸®µÇ¾îÁ®¾ß ÇÑ´Ù. ÀÌ ¿¬±¸ÀÇ ¸ñÀûÀº ±âÁ¸ÀÇ ¹®Çå°íÂûÀ» ÅëÇÏ¿© ÇöÀçÀÇ ±³À°Ã¼°è¿Í Á÷±Þü°èÀÇ ¿¬°üµÈ ¹®Á¦¸¦ ã¾Æ³»°í ÀÌ·¯ÇÑ ¹®Á¦¸¦ ÇØ°áÇϱâ À§ÇÏ¿© ±³À°Ã¼°è¿Í Á÷±Þü°è¸¦ Á¦¾ÈÇϴµ¥ ¸ñÀûÀÌ ÀÖ´Ù. ¶Ç ÀÌ·¯ÇÑ ±³À°Ã¼°è¿Í Á÷±Þü°èÀÇ Å¸´ç¼º °ËÁõÀ» À§ÇÏ¿© °Ç¼³ ±â´É ÀηÂÀÇ ¼³¹®Á¶»ç¿Í °Ç¼³ ½Ç¹«ÀÚÀÇ ¸é´ã, Á¶»ç¸¦ ÅëÇÏ¿© Ÿ´ç¼ºÀ» µµÃâÇس½´Ù. Á» ´õ ¼¼ºÎÀûÀÎ »çÇ×À̳ª °á·ÐÀº ¾Æ·¡ÀÇ ±Û¿¡¼­ ¾Ë¾Æº¸±â·Î ÇÑ´Ù.

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The purpose of this study is to analyze workplace communication conflicts with respect to position and gender. Communication conflicts arising from work performance are known to cause emotional difficulties in the workplace, which forms a significant part of an adult¡¯s everyday life. To investigate workplace communication conflict, the study solicited written interviews from eighteen office workers and seven job consultants, asking about conflict suffered during work performance. For qualitative analysis, work relationships were identified by position (seniors, same level, and juniors) and gender (male-female, male-male, and female-female). Interview data were analyzed through NVIVO 11 program. With respect to position, the study found that the greatest communication conflicts involved seniors communicating with others, with the most frequently cited causes being ¡°unreasonable instructions¡± and ¡°ignorance of opinions.¡± Between workers at the same level, most conflicts came from failures to keep confidences. The greatest source of communication conflicts with juniors was their largely negative reactions to instructions. With respect to gender, the study found that the greatest sources of communication conflict related to differences in job perception between males and females and confusion of subordinate-superior relationships between the same genders. Also, the female-female dynamic was found to have a unique set of communication conflicts.

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While many companies recognize the importance and positive effects of emotional labor, its negative effects have been issued as a social problem. Therefore, this study aims to provide basic information not only for hiring, educating and supporting employees who are suitable for emotional labor, but also for acting as a preparatory measure to improve positive effects and prevent negative effects of emotional labor. Specifically, we study the effects of the Big 5 personality on deep and surface acting of emotional labor and moderating effect of emotional intelligence, gender and job position at bank customer encounter. Nothing is known about the moderating effects of emotional intelligence, gender and job position on the relationship between personality and emotional labor. Particularly, job position is introduced because of the relocation of senior employees from back office to frontline. Additionally, there is no research on the bank customer encounter of where customer services are standardized, manualized and computerized.The results are as follows: Firstly, agreeableness and neuroticism are the determinants of deep and surface acting, respectively. Secondly, the moderating effects of emotional intelligence and gender are not significant, which means that the moderating effects of personal traits are decreased by the job characteristics. This result can be explained by job demands-resources and burnout theories, and implies that the effects of job characteristics on emotional labor may be greater than those of personal traits. Thirdly, the moderating effect of job position is significant such that the senior¡¯s effect of neuroticism on surface acting is greater than the junior¡¯s. This result may be shown due to the lack of senior¡¯s adaption to customer service and emotional labor as well as the characteristics of neuroticism. In addition, it can be explained by the theories of resource conservation, job demands-control, and job demands-resources.

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