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±Þ°ÝÇÑ ºñÁî´Ï½º ȯ°æÀÇ º¯È­¿Í Á¤º¸±â¼úÀÇ ¹ß´ÞÀº ±â¾÷À¸·Î ÇÏ¿©±Ý °æÀï·Â °­È­¿Í »ýÁ¸À» À§ÇØ »õ·Î¿î ÇüÅÂÀÇ ¿î¿µ ¹æ½Ä°ú Á¶Á÷ ü°è¸¦ µµÀÔÇϵµ·Ï ÇÏ¿´°í, ÀÌ¿¡ µû¶ó ±â¾÷Àº ÀÚ»çÀÇ ¾àÇÑ ºÎ¹®À» º¸¿ÏÇϰųª Çٽɿª·®À» °­È­ÇÏ¿© Á¶Á÷À» °¡º±°í À¯¿¬ÇÏ°Ô ¸¸µé¾î ±Þº¯Çϴ ȯ°æ¿¡ ½Å¼ÓÈ÷ ´ëóÇÏ°íÀÚ ¾Æ¿ô¼Ò½ÌÀ» µµÀÔÇϱ⠽ÃÀÛÇß´Ù. ±×¸®°í ÀÌÁ¦ ¹Ì±¹, ÀϺ» µîÁöÀÇ ¼±Áø±â¾÷¿¡¼­´Â ¼Ö·ç¼Ç Áß½ÉÀÇ IT ¾Æ¿ô¼Ò½Ì¿¡¼­ ¹þ¾î³ª ±â¾÷ÀÇ ºñ Àü·«Àû ÇÁ·Î¼¼½º¸¦ ¾Æ¿ô¼Ò½Ì ÇÔÀ¸·Î½á ±â¾÷À¸·Î ÇÏ¿©±Ý ÀÚ»çÀÇ Çٽɿª·®(Core Competency)¿¡ ÁÖ·ÂÇÒ ¼ö ÀÖ°Ô ÇÏ´Â Áøº¸µÈ ÇüÅÂÀÇ ¾Æ¿ô¼Ò½ÌÀÎ BPO (Business Process Outsourcing)¸¦ Ãß±¸Çϱ⠽ÃÀÛÇÏ¿´´Ù. Forrester Research°¡ 2001³â ¼¼°èÀûÀ¸·Î 3500°³ ȸ»ç¸¦ ´ë»óÀ¸·Î BPO¿¡ °üÇØ Á¶»çÇÑ °á°ú 2/3ÀÇ È¸»ç°¡ ÇöÀç Àû¾îµµ Çϳª ÀÌ»óÀÇ Business Process¸¦ ¾Æ¿ô¼Ò½ÌÇÏ°í ÀÖÀ¸¸ç ÇöÀç process¸¦ ¾Æ¿ô¼Ò½ÌÇÏ°í ÀÖ´Â ÀÀ´äÀÚ Áß 79%, ¾Æ¿ô¼Ò½Ì ÇÏÁö ¾Ê°í ÀÖ´Â ÀÀ´äÀÚ Áß 42%°¡ ÇâÈÄ 2³â ¾È¿¡ ´õ ¸¹Àº Business process¸¦ ¾Æ¿ô¼Ò½Ì ÇÒ °èȹÀÌ ÀÖ´Ù°í ´äÇÏ¿´´Ù. ¶ÇÇÑ, Yankelovich ¿¬±¸°á°ú¿¡ µû¸£¸é ´Ù¼öÀÇ ±â¾÷µéÀº ÃÖ±Ù HR(Human Resource), F&A(Finance & Accounting) ¼­ºñ½º¸¦ ¾Æ¿ô¼Ò½ÌÇÏ°í ÀÖÀ¸¸ç, ¾ÆÁ÷ BPO¸¦ äÅÃÇÏÁö ¾ÊÀº ´Ù¼öÀÇ ±â¾÷¿¡¼­µµ HR, F&A ¼­ºñ½º ¾Æ¿ô¼Ò½Ì °èȹÀ» °ËÅä ÁßÀ̶ó°í ¹àÇôÁ³´Ù. Áö±Ý±îÁöÀÇ ÀÎÀûÀÚ¿ø°ü¸®(Human Resource Management) ¹æ½ÄÀº Æò»ý°í¿ë, ¿¬°ø¼­¿­½Ä Æò°¡ ¿øÄ¢ ÇÏÀÇ Ã¤¿ë¿¡¼­ ´É·Â°³¹ß ¹× À¯Áö°ü¸®±îÁö¸¦ ³»ºÎÀû ÀÚ¿ø°ú ¿ª·®À¸·Î ÇØ°áÇÏ¿´´Ù. ±×·¯³ª ÀÌ·¯ÇÑ ¹æ½ÄÀÌ °ú´ÙÇÑ ºñ¿ë°ú ½Ã°£ÀÌ ÅõÀڵǴ ºñÈ¿À²À» ÃÊ·¡ÇÏ¿© ±â¾÷ÀÇ °æÀï·ÂÀ» ¾àÈ­½ÃÅ°´Â ÇÑ ¿äÀÎÀÎ °ÍÀ¸·Î ÆǴܵÇÀÚ ±â¾÷µéÀº ´É·ÂÁÖÀÇ ½ÅÀλçÁ¦µµ¸¦ ¾Õ ´ÙÅõ¾î µµÀÔÇϱ⠽ÃÀÛÇÏ¿´´Ù. ¸ðµç ÀÎÀûÀÚ¿ø°ü¸®(Human Resource)¸¦ ±â¾÷ ÀÚüÀûÀ¸·Î ¼öÇàÇÏ´Â ¹æ½Ä¿¡¼­ Å»ÇÇÇÏ¿© ÀÏÁ¤ºÎ¹®À» ¿ÜºÎÀÇ ÀÚ¿ø°ú Àü¹®°¡ Áý´Ü¿¡°Ô À§Å¹ÇÏ°í, È°¿ëÇÏ´Â ¾Æ¿ô¼Ò½Ì ¹æ½ÄÀ» äÅÃÇÏ°Ô µÈ °ÍÀÌ´Ù. ±×·¯³ª ÇöÀç ÀÌ·ç¾îÁö°í ÀÖ´Â ÀÎÀûÀÚ¿ø°ü¸® ¾Æ¿ô¼Ò½ÌÀº Àß Á¦ÀÛµÈ ¼ÒÇÁÆ®¿þ¾î ¼Ö·ç¼Ç ÆÐÅ°Áö ¾Æ¿ô¼Ò½Ì¿¡ ¸Ó¹°°í ÀÖ´Ù. ÀÌ °æ¿ì HR ¾Æ¿ô¼Ò½ÌÀº ±â¾÷µé °£ Àü·«À̳ª ¹®È­ÀÇ Â÷À̸¦ Á¦´ë·Î ÀÌÇØÇÏÁö ¸øÇÑ Ã¤ ÀÏ·üÀûÀ¸·Î ÀÌ·ç¾î Áú ¼ö Àֱ⠶§¹®¿¡ Á¶Á÷ÀÇ Àü·«°ú ¿¬°èµÇÁö ¸øÇÏ´Â °æ¿ì°¡ ÀÖÀ¸¸ç, ½ÉÁö¾î´Â Á¶Á÷ÀÇ Àü·«°ú ¹èÄ¡µÇ¾î Àü·«Àû ÃÊÁ¡À» ¸íÈ®È÷ Çϴµ¥ ¿ÀÈ÷·Á ¹æÇظ¦ ÁÙ ¼ö ÀÖ´Ù. µû¶ó¼­, À¯±âÀûÀÎ °ü°è¸¦ °¡Áö´Â °æ¿µÀü·«, Àη°èȹ, ¸®Å©·çÆÃ, ÀÎÀû ÀÚ¿øÀÇ ÃÖÀûÈ­, °¨¼º ¿ª·® ±¸Ãà, ±³À°, Æò°¡, º¸»ó µîÀÇ HR ±â´ÉÀû ¿ä¼ÒµéÀÌ È¿°úÀûÀÎ HRMÀ» µµÃâÇس»±â À§Çؼ­´Â Á¶Á÷ÀÇ Å©±â³ª IT ¼º¼÷µµ µîÀÇ ±â¾÷ Ư¼ºÀ» °í·ÁÇÑ ÅëÇÕÀû HR BPO ¸ðµ¨·Î ±¸ÃàµÉ ÇÊ¿ä°¡ ÀÖ´Â °ÍÀÌ´Ù. º» ¿¬±¸¿¡¼­´Â ±¹³»ÀÇ ±â¾÷µéÀ» Áß½ÉÀ¸·Î HR BPOÀÇ Çʿ伺¿¡ µû¶ó ÅëÇÕµÈ HR BPO ¼­ºñ½º ¸ðµ¨À» µµÃâÇØ ³»¾úÀ¸¸ç, ±â¾÷ÀÇ Æ¯¼ºÀÌ º» ¸ðµ¨µéÀÇ µµÃâ¿¡ ¾î¶°ÇÑ ¿µÇâÀ» ¹ÌÄ¡°í ÀÖ´ÂÁö¸¦ »ìÆì º¸¾Ò´Ù. À̸¦ Åä´ë·Î ÇÏ¿© ±â¾÷ÀÇ Æ¯¼ºº°·Î ¾î¶°ÇÑ ÅëÇÕÀû HR BPO ¼­ºñ½º ¸ðµ¨ÀÌ µµÃâµÉ ¼ö ÀÖ´ÂÁö¸¦ Á¦¾ÈÇÏ¿´´Ù.

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º» ³í¹®¿¡¼­´Â ¼±¹Ú¿ë ÇؾçÅÚ·¹¸Åƽ½º(Maritime Telematics)¸¦ À§ÇÑ ¹«¼± PAN(WPAN: Wireless Personal Area Network) ½Ã½ºÅÛÀÇ ¿¡³ÊÁö È¿À²¼ºÀ» °áÁ¤ÇÏ´Â Àü¼ÛÆĶó¹ÌÅ͸¦ ºÐ¼®ÇÏ¿© ÃÖÀûÀÇ Àü¼ÛÆĶó¹ÌÅÍ ¼±Åà ¹æ¾ÈÀ» Á¦½ÃÇÑ´Ù. º» ³í¹®¿¡¼­ °í·ÁÇÏ´Â WPAN ½Ã½ºÅÛÀº IEEE 802.15.3ÀÇ TDMA ±â¹ÝÀÇ HR(high rate)-WPANÀ¸·Î ¼±¹Ú³×Æ®¿öÅ©¿¡ Àû¿ëÇÒ °æ¿ì¿¡ °í·ÁµÇ¾î¾ßÇÏ´Â Àü¼Û ÆĶó¹ÌÅ͸¦ ºÐ¼®ÇÏ°í ¿¡³ÊÁö¸¦ Àý¾àÇÒ ¼ö ÀÖ´Â Àü¼ÛÆĶó¹ÌÅÍ °áÁ¤¹æ½Ä¿¡ ´ëÇÏ¿© Á¦¾ÈÇÑ´Ù. ƯÈ÷ ¼±¹Úȯ°æ¿¡¼­ ¿¡³ÊÁö ¼Ò¸ð·®°ú ¹ÐÁ¢ÇÑ Ã¤³Î ÆĶó¹ÌÅÍÀÎ °æ·Î¼Õ½Ç(path loss)À» °áÁ¤ÇÏ´Â ¼±¹ÚÀÇ ±¸¼ºÀçÁú(ö°ñ±¸Á¶ÀÇ ´ëÇü¼±¹Ú, FRP¼ÒÀçÀÇ Áß¼ÒÇü¼±¹Ú)°ú HR-WPAN Àü¼ÛÆĶó¹ÌÅ͵鿡 µû¸¥ ¿¡³ÊÁö ¼Ò¸ð·®À» ºÐ¼®ÇÏ°í ¿¡³ÊÁö È¿À²¼ºÀ» ±Ø´ëÈ­ÇÒ ¼ö ÀÖ´Â ¼±Åùæ¾ÈÀ» Á¦½ÃÇÑ´Ù. ½Ã¹Ä·¹ÀÌ¼Ç °á°ú °¢ ¼±¹Úȯ°æ¿¡ µû¶ó Àü¼Û·ü ¼±Åùæ½Ä, Àü¼ÛÀü·Â Á¶Àý ¹æ½Ä ¹× µ¥ÀÌÅÍ ºÐÇÒ(fragment)Å©±âÀÇ ¼±Åÿ¡ µû¶ó ¿¡³ÊÁö È¿À²¼º´ÉÀÌ °áÁ¤µÊÀ» º¸¿´°í ÃÖÀûÀÇ ¼±Åùæ¾ÈÀ» Á¦½ÃÇÏ¿´´Ù.

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As the business of steel consuming industries is freshly booming domestic and in foreign countries, especially China, the price of steel plates is soaring very high compared with other materials. The HR Plates made from hot rolled coils are cheaper and easier to supply. In this research, the applicability of HR Plates to steel bridges as a main member or submember is investigated. The characteristics of HR Plates are found to be very similar to those of normal steel plates of up to 22mm thickness in cutting operation, fabrication and welding. Form the technical point of view, it is concluded that HR Plates with a thickness of up to 22mm can be applied to the flanges and webs of any girders as well as longitudinal ribs, longitudinal and vertical stiffeners of steel bridges appropriately. The Applicability of HR Plates to steel box girders of bridges is also investigated. If HR Plates are used for submembers, both the application ratio and the loss ratio of the HR Plate are about 10¢¦15%. To increase the application ratio, it is suggested that HR Plate should be applied not only the submembers but also the main member. For the application of HR Plates to a steel bridge with a span length of 50m or longer, 3 types of new support systems are proposed and their applicabilities are examined. Narrow steel box girders with HR Plates are studied for LRT(Light Rail Transit) and highway bridges. Three models of LRT and one model of highway bridges is analyzed and the results are presented. It is concluded that HR Plates are applicable to narrow steel box girders for LRT and highway bridges appropriately.

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ÇöÀç±îÁö HR-WPAN(High Rate-Wireless Personal Area Network)¿¡ Á¦¾ÈµÈ LDS(Link-status Dependent Scheduling) ¾Ë°í¸®Áò(algorithm)Àº Àüü ³×Æ®¿öÅ©(network)ÀÇ Ã³¸®À²(throughput) Çâ»ó¸¸À» ¸ñÀûÀ¸·Î ÇÔÀ¸·Î¼­, worst-link¿¡ »ó´ëÀûÀ¸·Î Áß¿äÇÑ µð¹ÙÀ̽º(device)°¡ ¿¬°áµÈ °æ¿ì, ±× µð¹ÙÀ̽ºÀÇ Ã³¸®À²Àº ´õ¿í ¾ÇÈ­ µÈ´Ù. º» ³í¹®¿¡¼­ Á¦¾ÈÇÑ WGS(Worst-case Guaranteed Scheduling) ¾Ë°í¸®ÁòÀº link »óÅ°¡ º¯ÇÏ´õ¶óµµ ¸ðµç µð¹ÙÀ̽ºÀÇ Ã³¸®À²À» µ¿ÀÏÇÏ°Ô À¯ÁöÇÔÀ¸·Î½á, worst-link¿¡ ¿¬°áµÈ µð¹ÙÀ̽ºÀÇ Ã³¸®À²À» ¾î´À Á¤µµ º¸ÀåÇÏ°í Àüü ³×Æ®¿öÅ©ÀÇ Áö¿¬Àº ±âÁ¸ÀÇ LDS ¾Ë°í¸®Áòº¸´Ù °¨¼Ò½Ãų ¼ö ÀÖ´Ù. µû¶ó¼­ ÇâÈÄ HR-WPANÀÇ ¼³°è ½Ã worst-link¿¡ ¿¬°áµÈ µð¹ÙÀ̽ºÀÇ Ã³¸®À²À» ¾î´À Á¤µµ º¸ÀåÇÏ°í Àüü ³×Æ®¿öÅ©ÀÇ Áö¿¬À» °¨¼Ò½ÃÅ°°í ½ÍÀ» °æ¿ì, º» ³í¹®¿¡¼­ Á¦¾ÈÇÑ WGS ¾Ë°í¸®ÁòÀÌ À¯¿ëÇÏ°Ô »ç¿ëµÉ ¼ö ÀÖÀ» °ÍÀÌ´Ù.

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Which HR practices are more important in predicting employee commitment and how might they best be identified? Using classification tree analysis, a data mining technique, we find the priorities between practices the cut-off scores of each. The most important variable to predict above average-commitment employees is ¡°performance management¡± and the next is ¡°compensation.¡± Thus, performance management and compensation is a best fit to predict above average-commitment employees. The proposed approach contributes to the HR analytics and SHRM literature by introducing the notion of hierarchy of HR practices in eliciting higher commitment. Our hope is that the model presented in this paper provides a starting place for research and practice examining the role of data mining in HR, and toward the goal of developing effective organizational mechanisms for improving employee commitment.

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PurposeThis article aims to describe partial results of the 2012 Global Human Resources Competency Study (HRCS), led by the RBL Group and the Ross School of Business, University of Michigan.Design/methodology/approachOver the past 25 years, this ongoing research project has provided the most global, comprehensive, and empirical identification of the competencies expected of HR professionals, and the impact of these competencies on both individual HR professional effectiveness and business performance.FindingsThis article points out a number of the key findings of the research - including the six fundamental competency domains that HR professionals must demonstrate to impact business performance - and identifies implications of the study findings for HR talent planning, assessment and development.Originality/valueHRCS findings have influenced thousands of HR departments, from global giants to smaller organizations in every continent.

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º» ¿¬±¸´Â ½Ã´ëÀû º¯È­¿¡ µû¶ó ´õ¿í Áß¿äÇØÁö´Â Æȷοö½ÊÀ» Á¶Á÷¿¡¼­ ´õ¿í ¹ßÀü½Ãų ¼ö ÀÖ´Â ¹æ¹ý·ÐÀ» ¸ð»öÇϱâ À§ÇÏ¿© ½ÃµµµÇ¾ú´Ù. À̸¦ À§ÇÏ¿© ¼±Çà À̷е鿡 ´ëÇÑ ¿¬±¸·Î¼­ ¿ì¼± Æȷοö½ÊÀÇ °³³ä¿¡ ´ëÇÑ È帧À» º¸¾Ò´Ù. ´ÙÀ½À¸·Î´Â Æȷοö½Ê°ú ¹ÐÁ¢ÇÑ ¿¬°üÀÌ ÀÖ´Â ¸®´õ½Ê¿¡ ´ëÇÏ¿© ¸®´õ½Ê°ú Æȷοö½ÊÀÇ °ü°è¿¡ ´ëÇÑ ¹®Çåµé¿¡ ´ëÇÑ ¿¬±¸¸¦ ÁøÇàÇÏ¿´´Ù. ¸®´õ½Ê°ú Æȷοö½ÊÀÇ °ü°è¿¡ ´ëÇÑ ÀÌ·ÐÀû ¿¬±¸´Â ¸®´õ½ÊÀÇ ÀÌ·Ð È帧¿¡ µû¸¥ Æȷοö¸¦ º¸´Â ½Ã°¢À» Áß½ÉÀ¸·Î ¾Ë¾Æº¸¾Ò´Ù. ´ÙÀ½À¸·Î Æȷοö½Ê ÀÌ·ÐÀÇ ´ëÇ¥ ÁÖÀÚÀÎ Kelley ÀÇ Æȷοö½Ê ÀÌ·Ð, ƯÈ÷ ¹Ù¶÷Á÷ÇÑ ÆȷοöÀÎ ¸ð¹üÇü Æȷοö¸¦ Áß½ÉÀ¸·Î ÇÑ 5 °¡Áö Æȷοö À¯Çü¿¡ ´ëÇÑ ÀÌ·ÐÀ» Á¦½ÃÇÏ¿´´Ù.
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 ¿¬±¸´ë»óÀÚµéÀº ½ÉÃþ ¸é´ã¿¡¼­ ¸ÕÀú Æȷοö½Ê °³³ä ÀνĿ¡ °üÇÑ Å½»öÀ» ½ÃÀÛÀ¸·Î, Æȷοö½Ê°ú ¿¬°üµÈ HR ´ã´çÀÚµéÀÇ ÁÖ¿äÇÑ °æÇè¿¡ ´ëÇÏ¿© À̾߱âÇÏ¿´´Ù. ±×¸®°í, Æȷοö½Ê Áõ´ë¿¡ ÇʼöÀûÀÎ ´É·Â, ½ºÅ³, ¿ª·® µîÀ» ¹«¾ùÀ̶ó°í »ý°¢ÇÏ´ÂÁö¸¦ ÀÚ·á ¼öÁýÇÏ¿´´Ù. ¸¶Áö¸·À¸·Î Á¶Á÷¿¡¼­ Æȷοö½ÊÀ» °³¹ßÇϱâ À§ÇÏ¿© HR ´ã´çÀÚµéÀÌ ÇÏ¿©¾ß ÇÒ ¿ªÇÒÀ» ¿¬±¸´ë»óÀÚµéÀº ¹«¾ùÀ̶ó°í ÀνÄÇÏ°í ÀÖ´ÂÁö Á¶»çÇÏ¿´´Ù.
 HR ´ã´çÀÚµéÀº Æȷοö½Ê Á¤ÀÇ¿¡ °üÇÑ ÀνĿ¡ ÀÖ¾î, ºÎÇÏ°¡ °®Ãç¾ßÇÒ ¹Ù¶÷Á÷ÇÑ ¿ª·®, ¸®´õ½Ê¿¡ »ó¹ÝµÇ´Â °³³ä, Á¶Á÷ ¾ÈÀÇ ÁöÀ§¿¡ µû¸¥ ¿ªÇÒ µîÀ¸·Î ÀνÄÇÏ°í ÀÖ¾ú´Ù. ¸®´õ½Ê°ú Æȷοö½ÊÀÇ °ü°è¿¡ À־´Â ¸®´õ½ÊÀÇ ÇÑ ºÎºÐÀ¸·Î¼­ÀÇ Æȷοö½ÊÀ» ÀνÄÇÏ´Â °æ¿ì¿Í °øÅëÁ¡°ú Â÷ÀÌÁ¡À» µ¿½Ã¿¡ °®°í ÀÖ´Â °³³ä, ¸¶Áö¸·À¸·Î µ¶ÀÚÀû Ư¼ºÀ» °¡Áø Æȷοö½ÊÀ¸·Î ÀνÄÇÏ´Â ´ë»óÀÚµéÀÌ ÀÖ¾ú´Ù.
 HR ´ã´çÀÚµéÀÌ Æȷοö½ÊÀ» Çü¼ºÇÑ °úÁ¤Àº °³ÀÎÀû Ư¼º, ¾÷¹« ½ºÅ¸ÀÏ Â÷ÀÌ¿¡ µû¸¥ Æȷοö½ÊÀÇ Çü¼º, ÀÇ»ç °áÁ¤ ¹æ¹ý¿¡ µû¸¥ Æȷοö½Ê Çü¼º, Á¶Á÷ ¹®È­ ¼Ó¿¡¼­ Æȷοö½ÊÀ» ÇнÀÇÏ°í Çü¼º, ¿µ»óÀ̳ª Ã¥µî°ú °°Àº ¹«Çü½ÄÀû ÇнÀÀ» ÅëÇÑ Æȷοö½Ê Çü¼º µîÀÌ Á¶»çµÇ¾ú´Ù. ¸¶Áö¸·À¸·Î Æȷοö½Ê °³¹ßÀ» À§ÇÑ HR ´ã´çÀÚÀÇ ¿ªÇҷδ ù°, Áö½Ä¤ý ½ºÅ³¤ý¿ª·® Çâ»óÀڷμ­ÀÇ ¿ªÇÒ, µÑ°, ÇнÀ °øµ¿Ã¼ ÃËÁøÀڷμ­ÀÇ ¿ªÇÒ, ¼Â°, ±³À° ÇÁ·Î±×·¥ ¼³°è¤ý±âȹÀڷμ­ÀÇ ¿ªÇÒ, ³Ý°, Á¶Á÷°³¹ßÀڷμ­ÀÇ ¿ªÇÒ µîÀÌ Á¶»çµÇ¾ú´Ù.

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No one doubts the unprecedented pace of change in today's business world. For organizations to succeed in this changing world, they need to rely even more on HR insights. The HR profession is at a crossroads. On the one hand, it can remain focused on providing services that produce more efficient organizations. Or, it can respond to the opportunities of change and create ever more market value. To create market value, HR can deliver innovative talent, leadership, and organization solutions. This article lays out specific ways to improve HR outcomes. To make these solutions happen, HR will need to redefine how it is organized and demonstrate new HR competencies. Asian markets and organizations are a unique setting for HR to respond to new opportunities and generate market value.

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The objective of this paper is to give a technical presentation of HR 8000 Robot System.

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The average job description for a senior HR professional has changed dramatically over the past few decades. No longer the bastion of transactional processes and employee administration, the responsibilities of the director or VP of HR are markedly different

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º» ³í¹®Àº BSCol(Balanced ScoreCard Collaborative)ÀÇ ¿¬±¸ Á¶»ç °á°ú¸¦ Áß½ÉÀ¸·Î HR ScorecardÀÇ °ü¸®Àû ÀÌ¿ë ¹æ¹ý¿¡ ´ëÇؼ­´Â Àü·«Àû ÀÚ»ê Áغñµµ º¸°í¼­¿Í ÀÎÀûÀÚº» °³¹ß ÇÁ·Î±×·¥À» ÅëÇÏ¿© ±â¾÷ Àü·«°ú HR ºÎ¹®ÀÇ Àü·«À» ¿¬°è½ÃÄÑ HR ºÎ¹®ÀÌ ±â¾÷ÀÇ ºñÁî´Ï½º ÆÄÆ®³Ê·Î¼­ÀÇ ¿ªÇÒÀ» ¼öÇàÇÏ´Â ¹æ¹ýÀ» Á¦½ÃÇÏ¿´´Ù. ¸¶Áö¸·À¸·Î ÀÌ¿Í °°ÀÌ ±¸ÃàµÈ HR Scorecard¿¡ °üÇÑ »ç·Ê¸¦ ¼Ò°³ÇÏ¿´´Ù. ¿¬±¸°á°ú¿¡ ÀÇÇϸé, Àü·«Àû ½ºÅ³/¿ª·®, ¸®´õ½Ê, Á¶Á÷¹®È­/Àü·«¿¡ ´ëÇÑ ÀÎÁö, Àü·«Àû Á¤·Ä, Àü·«ÀÇ ÅëÇÕ°ú ÇнÀ ÀÌ ´Ù¼¸ °¡Áö ¿µ¿ªÀ¸·Î ÀÎÀû ÀÚº»À» ÃøÁ¤ÇÏ´Â °Í¿¡ ´ëÇØ °øÅëÀûÀÎ ÀÇ°ßÀÇ Á¢±ÙÀÌ ÀÌ·ç¾îÁ³´Ù. ¶ÇÇÑ ±â¾÷¿¡¼­ ´ëÂ÷´ëÁ¶Ç¥¸¦ ÅëÇØ ÁÖ±âÀûÀ¸·Î À繫ÀÚ»êÀÇ »óŸ¦ º¸°í ÇϵíÀÌ ÀÎÀû ÀÚº»°ú °°Àº ¹«ÇüÀڻ꿡 ´ëÇؼ­µµ À¯»çÇÑ °³³äÀÇ º¸°í¼­ÀÎ ÀÎÀû ÀÚº» Áغñµµ º¸°í¼­¸¦ °³¹ßÇØ¾ß ÇÑ´Ù´Â °ÍÀÌ´Ù. ÀÎÀû ÀÚº» Áغñµµ º¸°í¼­´Â ±â¾÷ÀÇ Àü·«°ú ÀλçºÎ¹®ÀÇ Àü·«À» »óÈ£ ¿¬°áÇØÁÖ´Â °í¸®·Î½á ƯÁ¤ ½ÃÁ¡¿¡ ±â¾÷ Àü·«ÀÌ ¿ä±¸ »çÇ×µéÀ» ÀÎÀû ÀÚº»ÀÌ ¾ó¸¶³ª Áö¿øÇÏ°í ÀÖ´ÂÁö¸¦ ³ªÅ¸³»Áִ û»çÁøÀÌ´Ù. ¶ÇÇÑ ÀλçºÎ¹® ±¸¼º¿øÀº HR Àü·«À» Ä¿¹Â´ÏÄÉÀ̼ÇÇÏ°í, HR Àü·«ÀÇ Áøôµµ¸¦ ÆľÇÇÒ ¼ö ÀÖ´Ù. ÀÎÀûÀÚº» Áغñµµ º¸°í¼­·Ñ °³¹ßÇÒ ¶§ ¹Ýµå½Ã °í·ÁÇØ¾ß ÇÒ °¡Á¤ÀÌ ÀÖ´Ù. Àü·« ¼ö¸³ÀÌ ¸ðµç °¡Ä¡ÀÇ Ãâ¹ßÁ¡À̶ó´Â Á¡ÀÌ´Ù. µû¶ó¼­ ÀÎÀûÀÚº» °¡Ä¡¸¦ ÃøÁ¤Çϱâ Àü¿¡ ±â¾÷ÀÇ Àü·«°ú ¿¬°èµÈ ÀÎÀûÀÚº» Àü·«À» ¼ö¸³ÇÏ°í, Àü·«Ã¼°èµµ¸¦ ÀÛ¼ºÇÏ´Â °ÍÀÌ ¹Ýµå½Ã ÇÊ¿äÇÏ´Ù.

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Summary1. Structure and age-dependent changes of the dorsal skin of hairless hr/hr-mice were studied by means of epidermo-cutaneous preparations and histological sections.2. The histological picture of the “degenerative phase” is accompanied by an intense inflammatory reaction (after the sixth week of life). In the undersurface relief of epidermo-cutaneous preparations this corresponds to a second period of imperfect growth, which is followed by a period of rest.3. The “resorption-phase” (from the twelvth week of life on) is characterized by the onset and regression of a third growth phase.4. The “phase of cyst formation” (after the seventeenth week of life) in histological sections is identical to the third final resting period of the undersurface relief preparations.5. In hairless hr/hr-mice “empty” hair follicles remain intact throughout life. Hairlessness is not identical with the loss of cutaneous adnexae, but resembles a discordant disturbance????the growth of hair folliches.

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Abstract Past research on HR outsourcing (HRO) has offered conflicting views about its impact on HR's strategic position. This study highlights the processes by which decisions to outsource HR are made, followed by the processes implemented post such decisions and their effect on the HR function. Using a case study approach and semi-structured interviews (N =35) within a German subsidiary of a US MNC, we provide a framework of HR processes seeking to achieve standardization in terms of harmonization of HR activities across the subsidiary. The findings reveal that the effects of outsourcing on in-house HR showed a decrease in flexibility of the HR function, a slowdown in processing time of transactional HR as well as a decrease in satisfaction and work intensification for HR managers. Further, it remains questionable as to whether the function of HR was able to enhance its strategic position through outsourcing.

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This paper aims to focus on the HR system aspect of the firm specific advantages of multinational companies. The study explores the role and effect of staffing with expatriates in a subsidiary in the transfer and implementation of a HR system from headquarters to that particular subsidiary. The transfer of the HR system takes place in the background of institutional duality, country-specific institutional setting and regulations from the parent company. Based on the debate on institutional duality, the study develops a theoretical framework connecting the literature stream about the transfer and implementation of organizational practices in terms of expatriate influence on the HR system and the expatriate roles to gain a better understanding about transfer and implementation mechanisms of HR systems in subsidiaries of multinational companies. The theoretical model provided in this study gives a first insight into the influence of the subsidiary HR manager¡¯s nationality on the transmission of the HR system from headquarters to subsidiaries and the resulting degree of overlap between the two systems. Three variables identified-the level of reputational effectiveness, the level of allegiance to the subsidiary and the level of parent country language skills of the HR manager in a subsidiary-are hypothesized to influence the overlap between the HR system at headquarters and subsidiaries.

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SummaryThe anti-pseudomonal activity of HR 810, a new 2-aminothiazolyl cephalosporin, was compared to that of carbenicillin, azlocillin and cefsulodin against 187 non-fermenters. HR 810 was the best agent againstPseudomonas aeruginosa, Pseudomonas putida, Pseudomonas fluorescens andAcinetobacter calcoaceticus with an MIC50 ≤ 4 mg/l and an MIC90 ≤ 16 mg/l. It was as effective as azlocillin againstPseudomonas stutzeri andPseudomonas mendocina, with an MIC50 ≤ 0.25 mg/l and an MIC90 ≤ 1 mg/l. It was not active against other species ofPseudomonas or other non-fermenters such asFlavobacterium sp.

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True HR professionals are indeed difficult to find, and define. Companies that manage to source and develop HR professionals systematically and consistently will create a competitive advantage that others will not be able to re‐produce easily.

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One of the phenotypic effects of mutation in the Hr gene in mice is disintegration of hair follicles and their degeneration into open funnel-shaped structures (utricles) opened on skin surface and cysts located in the depth of the dermis. The aim of the current study consists in analysis of the process of reparative regeneration of skin in homozygotous mice with one of the mutant alleles of the Hr gene-Hr(hr). It is shown that epithelial cells that constitute the inner pavement of cysts take part in the process of epithelization of deep skin wounds. This indicates that the competence of ectodermal cells in relation to inductive signals from injured skin remains in Hrr homozygote mice, in spite of the significant anatomic abnormalities of the hair follicles.

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The article is aimed at studying existing HR technologies and their improvements based on artificial intelligence technologies, augmented reality, cloud services, etc. In this regard, in the context of rapid changes in the digital age, there is a need to revise the rules of doing business, because new management models are entering the competition, ensuring productivity, innovation, flexibility and adaptability, while the basis for such reincarnation is the transformation of human resources. The article considers, studies and analyzes the modern approach to the introduction of new technologies in the business processes of companies. One of the options for solving this issue may be to revise the paradigm of doing business - the transformation of a traditional company into a technological one. As result of the study, the digitalization of business is analyzed, in particular, innovative ways of enterprise development are disclosed. Also, a description of modern HR technologies for business, which solve a wide range of tasks and have a number of advantages is made. It is also worth noting that the introduction of information HR technologies requires mastering non-specific, cross-functional competencies grounded on the technical characteristics of the software and the peculiarities of its management. Studies have shown that business will be effective if only human-oriented approaches to personnel management and business processes in general be implemented. The challenge for modern companies is not just to adapt to change, but also to create innovations. Prospects for further research in this direction are powerful opportunities for new technologies that can help organizations become more «human» in this process. That is, they will allow HR professionals to focus on strategic areas and real contact with people, freeing them from repetitive tasks that can be easily performed by the software. Innovation and HR technology are things that don’t really replace humans. Instead, it is technology that helps build valuable connections with employees and create jobs where they can grow professionally.

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±¹ ¹® ÃÊ ·Ï ±âÁ¸ÀÇ Àλç°ü¸®½Ã½ºÅÛ(Personal Management System)Àº ÃÖ±ÙÀÇ ±Þº¯ÇÏ´Â ±â¾÷ȯ°æ¿¡ ÀûÀýÇÏ°Ô ´ëÀÀÇϱ⿡´Â ±Ùº»ÀûÀÎ ÇѰ踦 °®°í ÀÖ´Ù. ±â¾÷Àº ½º½º·Î ÇÊ¿äÇÑ ÀÎÀ縦 ¾ç¼ºÇÏ¿© ±â¾÷ÀÇ °æÀï·ÂÀ» ³ô¿©¾ß ÇÏ°í, Á¾¾÷¿øµé ¶ÇÇÑ ½Ã´ë»óȲ¿¡ ¸Â°Ô »õ·Î¿î ÀǽÄÀ» °¡Á®¾ß Çϸç, ´õ ³ª¾Æ°¡ ±â¾÷°ú Á¾¾÷¿ø ¸ðµÎ¿¡°Ô ÇÊ¿äÇÑ º¸´Ù Æ÷°ýÀûÀÌ°í ±â¾÷°æ¿µÀü·«¿¡ È¿°úÀûÀ¸·Î ´ëÀÀÇÒ ¼ö ÀÖ´Â »õ·Î¿î e-HR(electronic Human Resource) ½Ã½ºÅÛÀÌ µµÀԵǾî¾ß ÇÑ´Ù. º» ³í¹®¿¡¼­´Â HRM(Human Resource Management)¿¡ ´ëÇÑ ÀÌ·ÐÀû °íÂûÀ» ÅëÇØ e-HRÀÇ °³³ä°ú ¸ñÀûÀ» ÀÎÀûÀÚº»(Human Capital) Ãø¸é¿¡¼­ °íÂûÇÏ°í ÀÌ¿¡ ´ëÇÑ Àû±ØÀûÀÎ °ü¸®ÀÇ Çʿ伺À» Á¦±âÇÑ´Ù. ¶ÇÇÑ, ÀλçÁ¦µµ ÄÁ¼³ÆÃÀ̳ª BPR(Business Process Reengineering) °üÁ¡¿¡¼­ ºÐ¼®°ú ¼³°èÀÇ Á߿伺À» ¼³¸íÇÏ°í, e-HR ½Ã½ºÅÛÀ» È¿°úÀûÀ¸·Î ±¸ÃàÇÒ ¼ö ÀÖ´Â Àü·«À» Á¦½ÃÇÑ´Ù. ±â¾÷ ³» ÀλçÁ¦µµ¿Í ¿î¿µ¿¡ ´ëÇÑ ÁÖ¿ä À̽´¸¦ µµÃâÇÏ°í ¼³°è ½Ã °ü°èµÇ´Â ÀÎÅÍÆäÀ̽º Ç׸ñÀ» µµÃâÇÔÀ¸·Î½á e-HR½Ã½ºÅÛÀÇ µµÀÔÀ» °ËÅä ÁßÀ̰ųª ÇöÀç µµÀÔÇÏ°í ÀÖ´Â ±â¾÷ü¸¦ ´ë»óÀ¸·Î e-HR½Ã½ºÅÛÀ» º¸´Ù È¿°úÀûÀ¸·Î ±¸ÃàÇÏ°í ¿î¿µÇϱâ À§ÇÑ ¸ðµ¨À» Á¦½ÃÇϸç, ±â¾÷ ³» °æ¿µÀü·«¿¡ º¸´Ù È¿°úÀûÀ¸·Î ´ëÀÀÇÒ ¼ö ÀÖ´Â È°¿ë¹æ¾ÈÀ» Á¦½ÃÇÑ´Ù. Keywords : ±â¾÷°æ¿µÀü·«, HRMS, e-HR, BPR

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The HR world is abuzz with talk of big data and the transformative potential of HR analytics. This article takes issue with optimistic accounts, which hail HR analytics as a ‘must have’ capability that will ensure HR's future as a strategic management function while transforming organisational performance for the better. It argues that unless the HR profession wises up to both the potential and drawbacks of this emerging field and engages operationally and strategically to develop better methods and approaches, it is unlikely that existing practices of HR analytics will deliver transformational change. Indeed, it is possible that current trends will seal the exclusion of HR from strategic, board‐level influence while doing little to benefit organisations and actively damaging the interests of employees.

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This study examines how an HR department moderates the effects of high‐performance work systems (HPWSs) on perceived establishment performance. Using a representative sample of 125 small and medium‐sized establishments from the 2002 National Organizations Survey, our results indicate a positive interaction between HPWSs and the existence of an establishment HR department with respect to perceived establishment labor productivity. Implications for future strategic HRM research are discussed.

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