濟州地域 택시運輸業의 勞使關係 改善方向에 관한 硏究

宋秉軾,趙成根 濟州大學校 地域發展硏究所 1992 地域發展硏究 Vol.4 No.-

企業組織에서의 스트레스管理에 관한 硏究

宋秉軾 제주대학교 1991 논문집 Vol.33 No.1

Recently, the problem of stress in the discipline of organizational behavior has grown to be an of the important issues. As in life, there are pros and cons in any organizations:elements of leafership and motivation create positive influences, whereas elements of anxiety, tension, irritability, worry, and frustration promote negativity. It has been revealed that the causes of anguish and fatigue which are prevalent in modern times, account for the stress we get in our organizations. Extreme stress can sometimes be a health threat to employees, and of employees, and detrimentally affect their life at home and workplace, hence indirectly affecting society as a whole. As a result, the importance of a better understanding and an effective management of the potential elements of stress, which are inherent in organizations cannot be emphasized too much. This study is concerned with (1) the examination of the nature of individual stress, (2) the description of the causes, symptoms, and effects of stress in orgaflizations and (3) the exploration of individual and organizational stress management, particularly on the basis of relevant studies conducted so far. Stress is defined as a form of interactions between potential stress at the workplace and personal characteristics in relation to person-environment. Stressors can involve physical environment-related stressors, organization-related stressors, job-related stressors, person-related stressors, and extra-organization-related stressors. When under of stress, individuals begin to exhibit a wide variety of symtoms, such as physiological symptoms, psychological symptoms, and behavioral symptioms. Precautionary measures against stress are as follows: (1) One the organizational level, job redesign, participative management, flexible work scheduales, career development opportunities, design of physical setting, role analysis, goal setting, social support, and team building caa be incorporated. (2) On the individual level, perception of stress, concern about job environment an life-style, relaxation training, physical exercise, emotional training, counseling an psychotheraphy, and medical treatment can be addressed.

作業動機理論에 관한 批判論的 硏究

宋秉軾 제주대학교 1986 논문집 Vol.22 No.2

Everyone is concerned with human behavior. The formal organization, of course, is the most important situational environment for the study of organizational behavior. Viewing the organization as a system, there are subsystems that are expecially important to the study of organizational behavior Understanding why people work is the domain of work motivation. To clarify what is meant by motivation let us start with an observed behavior and work backwards to possible causes of it Two general classes of explanatory concepts usually are used to describe behaviors such as this The first is ability The abilities represent certain minimum conditions necessary for completion of the work in a sense, we can think of them as the "can do" factors associated with the behavior The second set of explanatory concepts for the behavior often is labeled motivation Motivation is the individual's disire to show the behavior and might be thought of as the "will do" factors influencing the display of work-related behaviors Knowing that a teller can perform arithmetic operations flawlessly and can operate the machines by no means ensures that that teller will perform as well as the one in our example He or she must want to perform accurately and efficiently and direct his or her effort toward doing a good job As the number of human problems facing management began to mount, the limitations of traditional human relations approach to motivation began to surface. Starting around the beginning of the 1960s, those concerned with work motivation started to search earnestly for a new theoretical foundation and to attempt to devise new techniques for application in particular, humanistic psychologist Abram Maslow's hierarchy of needs was adapted to work motivation. Next came the two-factor theory of Frederick Herzberg instead of Maslow's five levels, Herzberg felt there were only two factors. hygiene/maintenance factors, and motivatiors. Most recently, Clayton Alderfer reorganized the Maslow hierarchy into three groups of core needs: existence, relatedness and growth (thus called the ERG model) Because of the lack of research for the content approaches, Victor Vroom proposed an alternative theory of work motivation, based on expectancy. Since Vroom, there have been refinements of expectancy model (by Porter and Lawler, and Lawler) and considerable interest in a related cognitive process approahe called equity theory. Recently attention has focused on the potential contribution that attribution theory and locus of control can make to work motivation Next came the human relations movement, and then the content models of Maslow, Herzberg, Alderfer, and McClelland More recent developments have come from process models Most work has been done on expectancy-based process models, but recently, equity and attributin theories have received attention Thes process models are cognitively based ; there are other cognitive models that exist in psychology. but equity and attribution are the ones that have had the greatest influence on work motivation so for. At present a group of content models can be identified and a group of process models can be identified, but an overall theory of work motivation does not exist

최저임금제의 운영실태와 개선방안

송병식 제주대학교 2002 社會發展硏究 Vol.17 No.-

能力主義時代에서의 新人事考課制度의 導入 및 活用方案

宋秉軾 濟州大學校 觀光産業硏究所 1995 産經論集 Vol.9 No.-

經歷開發管理에 관한 硏究

宋秉軾 제주대학교 1992 논문집 Vol.35 No.1

The discipline of personnel management begins with the procurement of human resources and ends with separation from employment. The scope of personnel management includes the development, compensation, maintenance, and integration of human resources, and any other matter directly associated with employees, from the beginning to the end of personnel management. In particular, as the environment of an organization varies, the function of "development" has come to get more emphasis and focus in organizational society of today. This study is concerned with the importance of career development programs in organizations today in terms of (1) the adult development theory, the career choice theory and the career decision-making theory, all on the individual level, (2) the career development theory on the organizational level, and (3) career-oriented human resources management on the both levels. In addition, this paper deals with career development programs as an efficient alternative, examines the importance, aims, and basic principles of career development programs, and presents the management process of career development progarms in terms of (1) the decision of career aims, (2) the publicity of career courses, (3) education and training, (4) selection and placement. In order to develop career development programs efficiently, the organifation should be involved in all stages of career planning systematically and intentionally. That is, the organization should include career planning in its human resources program, providing satisfactory results for its employees. Moreover, in order to peform over-all career development programs successfully, the follwing conditions should be met as prerequisites: (1) The top management level of the organization should have a deep concern for career development programs and support them positively. (2) The counselor who is in charge of career development programs should be entitled to keep a secret of an employee's career. (3) Carer development programs should be carried out gradually and on a longterm basis. appropriate term basis. (4) The career development program personnel or team should be in an appropriate position in the hierarchy of the organization. As a result, career development programs are complicated and difficult to carry out, due to individual, continuous, and long-ranged attributes of employees careers, and do not quickly produce effects. Unless the organization gives an appropriate opportunity to its employees through career development programs, it is expected that the organization will suffer a loss in its human resources. However, if we consider the effect and strength of career development programs, it is recommended that the organization plan and execute deliberate and systematic career development programs.

勞使關係의 理論的 發展過程에 관한 硏究

宋秉軾 제주대학교 1988 논문집 Vol.27 No.1

Labor began with the history of man. Man cannot do without labor in living; it is always essential to combine the labor force with a means of production. Such a labor activity takes up a different social structure and function, depending on time and nation, when viewed from the standpoint of social relations. As for labor activities, labor problems have been social issues since the birth of capitalistic society. Today, Industrial Relations which take place in the course of industrialization range from mutual inter-power relations between labor and management to social relations which set the rules for the workplace and determine the distribution structure of productivity. With this in mind, this paper deals with the following topics: 1. A survey was done on the Industrial Relations of the early days, based on the works of K. Marx, 5. & B. Webb, J. R. Commons, S. Perlman, R. F. Hoxie. It also encompassed the academic sphere and nature of industrial Relation 2. J. T. Dunlop's Industrial Relations System was discussed in terms of analytical concepts, struture, and critical views. 3. The current tendency of the Industrial Relations Process Theory and its empirical analysis as exemplified in System Theory and Behavior Science was reviewed on the basis of the works of G. G. Somers, K. F. Walker, R. Singh, and A. W. J. Graig.

先進諸國의 勞使協議制 導入과 運營에 관한 硏究

宋秉軾 제주대학교 1986 논문집 Vol.16 No.1

These days the types of cooperation systems are represented by Shop Stewards, joint consultations of England, grievance procedure and profit Sharing based mainly on collective bargaining of the United States, joint consultations of Japan, codetermination of West Germany, Comite´ d' entreprise and De´le´gues do personnel of France. These types are being practised in different forms according to the each nations circumstances. And these have gradually their scales extended for the systems to realize industrial democracy and employers-employees cooperation. The main purpose of this study is to examine the present situations of the cooperation systems in some advanced countries, the backgrounds and conditions of its development, and thus point out the most effective ways to develop this system in Korea. To do so, I have treated in this study the cases of England, the United States, Japan, West Germany, and France. As we know, the countries such as England, the United States, Japan, have adopted the joint consultation systems, while the countries―West Germany, France and a few countries―have adopted the joint decision systems. It is obvious that in the system itself and in its way of operation there are some fundamental differences from country to country, but it needs to be understood that there are some historical and social reasons behind such differences. In order to activate and disseminate the cooperation systems in this country, much attention should be given to the stydy best fit for Korea's historical and social characteristics, and to the provision of such conditions.

組織行爲의 效果的 管理

宋秉軾 공주대학교 교육연구소 1984 교육연구 Vol.1 No.-

韓國企業의 賃金管理 改善에 관한 硏究

宋秉軾 濟州大學校 地域社會發展硏究所 1993 社會發展硏究 Vol.9 No.-