본 연구의 목적은 피부미용 종사자의 그릿이 자기효능감과 직무성과에 미치는 영향을 관계 에서 자기관리의 매개효과를 실증적으로 분석하는데 있다. 본 연구의 연구참여자는 서울·경기 스킨케어 샵과 병원 종사자 344명을 대상으로 구조화된 설문지를 통하여 자료를 수집하였다. 수집된 자료는 SPSS 와 AMOS 26.0 통계 프로그램을 이용하여 기술통계, 확인적 요인분석, 상관관계, 구조방정식모델, bootstrapping기법을 이용한 매개효과 분석을 통하여 자료를 분석하였다. 일련의 연구절차를 통하여 도 출된 결론은 다음과 같다. 첫째, 피부미용 종사자의 그릿은 자기관리, 자기효능감, 직무성과에 유의미한 정의(+)영향 관계를 나타내 었다. 둘째, 피부미용 종사자의 자기관리는 자기효능감과 직무성과에 유의미한 정의(+) 영향 관계를 나 타내었다. 셋째, 피부미용 종사자의 그릿과 직무성과와의 관계에서 자기관는 유의미한 매개효과가 있는 것으로 나타났다. 따라서 뷰티 산업 종사자들의 그릿 함양을 통해 자기관리, 자기효능감 및 직무성과를 높일 수 있는 인적관리와 교육 프로그램의 적용이 절실히 필요하다고 판단된다..

Mid-sized manufacturing companies, which account for 0.7%(5,480 companies), 13.8%(1.169 million persons) of total employment, and 15.7% of total sales, have recently experienced a lot of difficulties in management activities due to the impact of COVID-19, the U.S.-China trade war, and the collapse of global supply chains. To overcome this, revitalization of quality management activities to strengthen corporate competitiveness is emerging as an urgent task. In order for these quality management activities to achieve their intended purpose, the positive leadership of corporate managers is very important above all else. There have been many studies related to positive leadership, but most have focused on charismatic leadership and transformational leadership centered on large companies or small and medium-sized enterprises. Therefore, this study aims to present ways to strengthen the leadership of managers by empirically analyzing how the positive leadership of managers of mid-sized manufacturing companies, which was relatively under-researched, affects quality management activities and Business performance(Balanced Score Card; BSC).

본 연구의 목적은 헤어미용전문가의 자기관리가 직무성과 및 미용지속의도에 미치는 영향에 서 자기효능감의 매개검증에 관한 연구이다. 연구대상자는 서울․ 경기지역 헤어미용전문가로 재직하고 있는 미용전문가를 대상으로256명 설문조사하여 분석에 사용하였다. 분석방법은SPSS 28.0, AMOS 28.0 통계 패키지 프로그램을 이용하였고, 수집된 자료의 정규성 검증을 실시하여 평균, 표준편차, 첨도, 왜도 의 기술통계, 확인적 요인분석과 신뢰도분석, 상관관계, 매개효과 분석은 부트스트레핑 기법을 이용하여 분석하였다. 연구의 결과는 헤어미용전문가의 자기관리가 자기효능감, 직무성과, 미용지속의도에 유의한 정의(+)영향을 미쳤다. 헤어미용전문가의 자기효능감이 직무성과, 미용지속의도에 유의한 (+)영향을 미 쳤다. 헤어미용전문가의 자기관리와 직무성과의 관계에서 자기효능감의 매개효과가 있는 것으로 확인 되 었다. 통계적 유의 수준은 p<.05수준으로 설정하여 분석하였다.

This empirical analysis investigates the impact of consultant competency and project manager (PM) competency on business performance. Two hundred and twenty four chief executive officers and executive members at small and medium sized firms in the manufacturing sector were surveyed, yielding several outcomes. First, consultant competency positively affects consulting performance. Second, consultant competency positively affects business performance. Third, PM competency does not have a significant influence on consulting performance. Fourth, PM competency does not have a significant impact on business performance. Fifth, consulting performance does not have a significant effect on business performance. Finally, regarding the mediation effect of consulting performance on the influence of consultant competency and PM competency on business performance, consulting performance had no significant impact. Thus, expertise and insight are crucial for a consulting business to enable the growth of professional consultants. Furthermore, this study is expected to enhance the consulting performance of small and medium sized manufacturing firms by providing useful data to consultants and project managers when carrying out consulting projects.

Technology innovation companies are focusing on contributing to business performance by R&D project as a strategic tool. Successful R&D leads to corporate competitiveness enhancement, national industrial development, but there are high uncertainty and risks in R&D. Public and private R&D projects are carried out to achieve various purposes. It was verified how the risk management and benefit management of the R&D project affect the detailed R&D project performance between the Public and private domain. The impact of Project Leadership on R&D performance was also analyzed. Those who have participated in the Public and Private R&D projects at companies or research institutes were surveyed. First, it was found that project risk and benefit management have partially an effect on R&D project performance. Second, Public and private R&D Project Leadership showed partially a interaction effect between project management and project performance.

The successful implementation of green supply chain management(GSCM) practices requires a level of cooperation that can be difficult to conduct. Despite this challenge, limited scholarly attention has been paid to exploring how the implementation of GSCM practices can be effectively facilitated and enhanced through accumulated social capital with suppliers. Based on social capital theory, this study postulates that supplier network characteristics derived from social capital with key suppliers can be critical antecedents of GSCM, which in turn enhances the firm’s environmental performance. To test hypotheses, data were collected from 330 firms in 15 countries, and structural equation modeling was employed. Results show that GSCM improves environmental performance, and structural and cognitive social capitals of the supplier network act as antecedents and lead to GSCM implementation.

본 연구는 SDGs 지표 등 성과관리를 위해 활용되고 있는 지표 중 농촌개발 분야에 적용 가능한 지표를 선정, 초선 조사(baseline) 자료로 활용할 것을 권고함. 1. 성과관리의 목적은 사업 형성을 위한 초기조사부터 사업 후 지속적인 관리를 통해 대상국에 의해 운영되어 지속가능성을 높이고자 하는 것으로 향후 도전과제 임. 2. 농업 분야의 개발협력 사업의 성패를 판단하는 근거는 사업 후 지속적인 운영 여부라 할 수 있으며, 국제사회가 채택한 SDGs를 토대로 발굴 및 기획 단계에서부터 사후평가의 전 과정에서 SDGs 지표를 활용하는 성과관리 방안을 도입하여 지속가능성을 강화하고 효과성을 제고할 필요가 있음.

There is a growing interest in project management knowledge, project management information systems, and process improvement to systematically project execution in public sectors, achieve high performance and value, and increase the effectiveness of the overall industry. In particular, the software industry is a knowledge-intensive industry centered on professional manpower. This study examines the effect of the project managers' competences of regional SW promotion agencies on and project performance and the moderating effect of the level of project management maturity. We collected data using a questionnaire to the project managers of regional SW promotion agencies. In this study, a structural equation model was used to analyze the relationship between project managers’ competences and performance. In addition, a multi-group structural equation model was used to analyze the moderating effect according to the high and low project maturity. As a result of the analysis, it was found that only contextual competence among the competences of the project manager had a positive effect on project performance. It was found that technical and behavioral competence did not have a positive effect on management and completion performance. It was found that the moderating effect according to the maturity of business management of local institutions was not significant.

Recently, the importance of project management has increased due to the scale and complexity of the construction projects. Therefore, this study conducted a survey on construction companies and related public institutions to verify the relationship between the role of the Project Management Office(PMO) and PM leadership for project performance. Based on this, the effect of the PMO role on the project performance was identified and the moderating effect of PM leadership was analyzed. As a result, first, the role of the PMO was found to have an influential on the project performance. Second, the PM leadership was verified to has a moderating effect in the relationship between the PMO role and the project performance. The purpose of this study is to analyze the influential of the role of PMO on project performance in the construction industry to suggest the necessity of PMO in the construction industry and the need to adopt PMO in large-scale construction projects and analyze the moderating effect of PM leadership on project performance.

본 연구의 목적은 뷰티 전문가의 자기관리가 자기효능감 및 경영성과에 미치는 영향을 실증적으로 분석하여 관계를 살펴보고, 향후 뷰티 전문가들의 자기 관리를 통한 자기 효능감과 경영성과 향상에 도움이 되기를 위함이다. 분석방법은 빈도분석, 요인분석, 신뢰도분석, 상관관계분석, 다중회귀분석 등을 하였고, 그 결과 자기관리와 자기조절감, 도전감 간 상호 정(+)의 상관관계가 나타났고, 자기관리가 경영성과, 환경성과, 고객성과, 시장성과에 통계적 유의하게 정(+)의 영향이 나타났으며, 자기효능감이 직무성과, 환경성과, 고객성과, 시장성과에 통계적 유의하게 정(+)의 영향을 나타나는 것을 알 수 있었다. 따라서 자기관리에 대한 질적 향상을 통해 자기효능감과 경영성과에 기여할 수 있는 계기가 되길 바란다.

The 37 indicators for performance evaluation of public sewage management agencies are divided into four major categories (agency manpower management ability, wastewater treatment plant operation and management, sludge and water reuse, service quality) in the first stage, and the necessity and score acquisition for the detailed indicators by each major category in the second stages. Priority was investigated through the Analytic Hierarchy Process (AHP) analysis technique for ease and relevance of company efforts. Also, based on the results of this analysis, integrated type weighting and relative importance were analyzed. As a result of the analysis, the weight and relative importance of the first stage classification were in the order of wastewater treatment plant operation and maintenance, operation agency manpower management ability, sludge and water reuse, and service quality. As a result of analyzing the weights and priorities of the detailed performance indicators in the second stage, it was found that operator’s career years, the percentage of certification holding rate in operators, compliance with the effluent water quality standards, training times for operators, and efforts to manage hazardous chemicals were important. Some of the indicators of operation agency performance evaluation may include indicators in which the performance of the company's efforts is underestimated or overestimated. In order to improve this, it is necessary to give weights in consideration of the necessity of the indicator, the relevance of the company's efforts, and the ease of obtaining scores.

기업은 경쟁우위 확보를 통한 지속적인 성과 창출로 생존과 발전을 추구하고 있다. 특히 지식경영 시대 를 맞아 우수한 인적자원 확보와 유지는 기업의 성패를 좌우하고 있다. 이에 전략적 인적자원관리는 그 중요성과 효과적인 관리방안이 더욱 강조되고 있다. 많은 연구자들이 전략적 인적자원관리에 대한 연구를 활발하게 진행하여 왔다. 그러나 한국 기업의 여건을 고려한 전략적 인적자원관리와 경영성과 간의 Black Box에 대한 연구는 매우 부족한 상황이며, 특히 조직차원에서 전략적 인적자원관리를 통한 조직역량의 개선과 관련한 체계적인 논의나 실증 연구한 것은 거의 없다. 따라서 전략적 인적자원관리와 조직역량에 대한 새로운 관점의 연구가 필요하다. 이러한 관점에서 본 연구는 조직수준에서의 자원기반이론을 토대로 전략적 인적자원관리가 조직역량(조직민첩성, 전략실행력, 기술역량)과 경영성과에 미치는 영향과 조직역량이 경영성과에 미치는 영향을 분석하고, 나아가 조직역량이 전략적 인적자원관리와 경영성과 간의 관계에서 매개역할을 하는지를 분석하고자 하였다. 이러한 연구목적을 달성하기 위하여 기업의 최고경영자(CEO)를 대상으로 한 1차 설문조사와 경영성과 측정을 위하여 금융감독원의 전자공시시스템(DART)으로부터 기업별 3개년의 당기순이익 자료를 수집하였다. 분석결과, 전략적 인적자원관리는 조직민첩성, 전략실행력, 기술역량 모두에 유의미한 정(+)의 영향을 미치는 것으로 나타났고, 경영성과에도 유의미한 정(+)의 영향을 미치는 것으로 나타났다. 또한 조직민첩성, 전략실행력, 기술역량은 경영성과에 유의미한 정(+)의 영향을 미치는 것으로 나타났다. 그리고 조직민첩성, 전략실행력, 기술역량 모두가 전략적 인적자원관리와 경영성과 간의 관계에서 매개역할을 하는 것으로 확인되었다. 이러한 연구 결과를 토대로 조직수준에서 최고경영자의 전략적 인적자원관리와 조직역량이 갖는 이론적, 실무적 시사점과 향후 연구방향을 함께 논의한다.

In this study, we have defined measurement and verification methods and procedures to assess the energy use on the utility system of building. Time series data conversion methods and algorithms have been proposed in performance evaluation options. To verify the feasibility of the method, the energy consumption of the refrigerator, which was an energy utility, was measured and analyzed. we present an algorithm based on the annual base conversion and analyze it based on actual data. As a result, a k-means clustering moving average method was defined for the performance calculation option A, and the use time correction coefficient method was proposed. The validity of this method was verified through the verification.

The use of Project Management Information System (PMIS) is increasing in project management industries such as construction, defense, manufacturing, software development, telecommunication, etc. It is generally known that PMIS helps to improve the quality of decision making in project management, and consequently improves the project performance. However, how much and which parts of project management performance are affected by PMIS still need to be studied further. The purpose of this study is to investigate the impact of PMIS quality on project management performance. We collected data from various project based industries such as construction, defense, manufacturing, software development and telecommunication by using survey questionnaire. PMIS quality was measured in three dimensions. They are system quality, information quality and service quality. Project management performance was measured in nine variables such as time reduction, work accuracy, cost management, etc. Statistical analyses such as multiple regression were used to analyze the data. The results showed that PMIS quality had significant impacts on the project management performance and user satisfaction. It was notable that only two dimensions out of the three PMIS quality dimensions, system quality and information quality, affected the project management performance. Also, it was found that PM performance played a mediating role between PMIS and user satisfaction, and between PMIS and reuse intention. The contribution of this research is that it helps to clarify what aspects of PMIS affect the project management performance and user satisfaction.

Recently, PPP (Public-Private-Partnership) Projects, which private companies invest in, plan, design, construct and operate, have become more popular around the world. The construction industry environment is becoming increasingly competitive. The PPP project is composed of various organizations, so it is very difficult to carry out the project successfully. In this environment, the construction companies are trying hard to secure a competitive advantage. In this study, we tried to identify the role of project manager’s leadership and project citizenship behavior as a precedent for creating performance in PPP (Private-Public-Partnership) project. We examine the impact of PM’s transformational leadership and transactional leadership on project citizen behavior and examine the impact of project citizen action on project management performance and completion performance. For this study, we conducted a questionnaire survey on PPP project participants. As a result, the following results were obtained. First, transformational leadership and transactional leadership had a significant influence on project citizenship behavior. Second, project citizen behavior had a significant impact on both project management performance and project completion performance. The idealized influence of transformational leadership and the Active management by exception of transactional leadership were found to be very important in shaping PPP team’s project citizenship behavior. Therefore, this study has academic implications in studying the effects of PM leadership and project citizenship behavior on the performance of PPP project. And it is expected that it will help selection and training of PM to secure a competitive advantage for construction companies that implement PPP projects practically.

This study is an empirical study on the relationships among success factors of six sigma(support of top management, education and training, performance-based reward, customer and quality focused thought) on change management activity and business performance. In particular, mediating effect of change management activity on the relationship between success factors of six sigma and business performance is empirically analysed to find causes and impacts among these variables. The study results are as follows: First, there were positive relationships between critical success factors of six sigma(except support of top management) and change management activity. Second, there was also a positive relationship between change management activity and business performance. Third, there were also positive relationships between critical success factors of six sigma and business performance. Finally, change management activity was partial mediating effects on the relationship between critical success factors of six sigma(education and training, performance-based reward, customer and quality focused thought) and business performance. On the other hand, support of top management had no mediating effect on business performance.