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The rise of Korean companies in global markets is truly remarkable because they were relativelyunknown and their competitiveness was quite low just 20 years ago. In order to change the companyand boost its competitiveness, Samsung Electronics Company announced ¡®New Management¡¯initiatives in 1993 and Chairman Lee Kun-hee called for complete changes of employees andorganizations. New Management was followed by ¡®New HR (Human Resource Management)¡¯,which emphasized developing and acquiring top talent as well as performance-based evaluationand compensation systems. These all-out efforts transformed the company and, in 2013, SamsungElectronics Company became the biggest technology company with sales revenues topping $210billion. Hyundai Motors Company followed a similar route by transforming its company from arelatively unknown car maker to one of the top five players in the global auto industry.Naturally much research has tried to identify the means by which these Korean companies havetransformed themselves. Most of these studies found that Korean companies had unique organizationalcapabilities such as strong execution, agility, and technical competence that allowed them to excelrapidly. First, in terms of execution, Korean companies showed the ability to achieve what theyplanned to. Strong execution of Korean companies was possible because they strongly emphasizedperformance-based evaluations and compensation. It was also possible because Korean companiesdiligently developed and acquired global talent either through global talent development programsor global talent recruiting programs. Second, Korean companies are known for their agility whichis considered highly important in this ever-changing competitive environment. Agility is the abilityto swiftly reconfigure and adapt organizational resources and capabilities so the organization canbetter meet competitive challenges from markets and the environment in general. Sources of Koreancompanies' agility include intentionally loose definition of jobs which allows employees to tackle any problem in the team instead of just taking care of their own individual jobs. In fact, fewKorean companies use job descriptions, allowing them to flexibly utilize employees accordingto the changing demands of markets. Third, Korean companies were able to catch up with companiesin the advanced countries in terms of technical competence in a rather short period of time. Koreastarted quite late in terms of industrializing the nation because of colonization and the KoreanWar. However, companies such as Samsung Electronics Company and Hyundai Motors Companytransformed themselves into technology powerhouses by aggressively investing in research anddevelopment and providing generous compensation packages to their scientists and engineers. Alsothese companies established dual-track career paths for their research and development staff sothey could concentrate on their expertise throughout their careers and be amply rewarded in termsof promotion and accompanying compensation.One of the characteristics of Korean companies' human resource management (HRM) is thatit helped companies to build organizational capabilities such as strong execution, agility, and technicalcompetence. Researchers in strategic HR have tried to understand how HR contributes to theperformance of firms by looking at the mechanism that link HR and the performance of firms.However, few researchers have studied the impact of HR on organizational capabilities. Studyingthe impact of HRM on organizational capabilities will provide valuable addition to better understandingthe mechanism through which HR contributes to the performance of firms.Finally, in this paper, we discuss in detail the concepts and significance of organizational capabilities.We also discuss issues and challenges in studying the impact of HR on organizational capabilitiesand suggest future research agenda.

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The purpose of this study is to survey evaluation of the nurse on the current Performance Appraisal System. the need for future performance of the nurse and the opinions about the job rotation, and suggest the direction of improvement by obtaining basic data to improve personnel management of the nurse in a hosipial, the subject of the investigation. The study was conducted self-reporting questionniare survey of 330 nurses working at C hospital located in Chonbuk Province and the data was collected from May 4. 1999 through May 14. The research used measuring instrument developed by researcher for evalution about the present performance appraisal. the need for the future performanc appraisal system and the opinion of job rotaion. The analysis of the collected data was computerized using SPSS/PC+ program, calculated frequency, percentage, the mean and standard deviation and used Pearson, s Correlation Coefficients, t-test, chi- square test. Major findings are as follows. 1) As for the purpose of the current performanc appraisal, the appraiser recognized it as a security of promotion standard, while the employee saw it as a means for control as guidance and supervison of work. 2) With regard to use the result of the present performance appraisal, appraiser picked ambiguous appraisal standard, employees recognized unilateral evaluation of superior eliminated the participation of them as the highest priority. 3) In relation to the current criteria for promotion of the nurse, both appraisers and employees placed more weight on the length of clinical than performance appraisal score. 4) There is much possibility of the appraiser making an error to evaluate considering the length of performance appraisal. 5) Both appraisers and employees indicated that prospective result of performance appraisal should be used for the ability development & motivation of the individual. 6) Concerning employee's participation for performance appraisal both sides wanted by far more participation. 7) Regarding the most ideal appraisal method, both parties favored most the way added up the evaluation of the head nurse and peer review and followed by the manner the revaluation of the head nurse by considering self-evaluation. 8) As to the individual interview after the appraisal, more than 60% of appraisers responded it's not necessary, while above 88.5% of employees answered it is essential so that it is showed significantly difference between the appraisers and the employees. 9) As far as open of the evaluation result is concerned. 75% of the appraiser were against it but 80% of the employee were for it so that it showed significantly between them. The most principal reason that the employee want is that it motivates the individual's ability development and the fairness of the appraisal increases. 10) Whether the periodical rotation is necessary or not, 80% of appraisers and employees answered it's necessary, however, over 70% of them did not want the rotation. 11) Work-group Cohesiveness level within the nursing unit was attentive different from desire of the rotation, that is, the work group cohesiveness level of nurses wanting rotation was significantly lower than that of the group not desiring it.

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HR policy for subsidiaries is one of the key issues in the international human resource management. The ongoing debate is whether the subsidiary¡¯s HR system should be similar with the local organizations or with the headquarters. The purpose of this paper is to examine the relationship between the IHR policy and HR effectiveness. We used the survey data gathered by the Korea Labor Institute for the Korean firm in China in 2007. The sample was 141 Korean subsidiaries in China. Hierarchical regression analysis was used to analyze the data. The results are as follows. The HR effectiveness was higher when the subsidiary¡¯s HR system was similar with the headquarters than when it was similar with the locals. The interaction between the headquarters similarity and a differentiation strategy was positively related with the HR effectiveness. Contrary to the hypothesis, the interaction between the headquarters similarity and a cost leadership strategy was negatively related with the HR effectiveness. The reason could be due to the distinct characteristics of the Korean subsidiaries in China. Based the research results, we discussed implications, limitations and future research directions.

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This research, different from traditional perspective on industrial relations that had focused on unions and collective bargaining, mainly examines the effect of human resource management on industrial relations in public sector. The results of this study are as follows;First, compared to private sector, public one have three characteristics in industrial relations; higher level in union density and employees's participation, and a little lower in general climate of industrial relations.Second, there are mixing characteristics of old and new forms of human resource management; old ones contain the stability in employment contract, less competition in promotion, and high welfare; new ones do performance based wage, incentive system, involvement oriented philosophy on HRM, multi-skilling, and employee autonomy.Third, the Oaxaca decomposition of OLS results reveals that 49.29% of difference in union density and 41.62% in employees's participation between public and private sector are explained by human resource management. So this research shows that firms' practices of human resource management in public sector are very associated with those in industrial relations.

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