Part 1: Understanding Human Resources Management

Chapter 1: Human Resources Management and Business Administration 4
I. Department of Business Administration, Economic Activities 4
Ⅱ. Management Activities 4
1.
The Functional Dimension of Management Activities: Porter's Value Chain Approach · 4
2.
The Managerial Dimension of Business Activities: Fayol's Management Theory · 5
3.
Institutional Dimensions of Business Activities: Classification by Corporate Type · 5
Chapter 2: Academic Framework of Human Resources Management 7
Ⅰ. The Concept of Human Resources Management 7
II. Functional Dimensions of Human Resources Management 8
1.
Job Management · 8 2.
Human Resources · 8
3.
Human Resources Development · 8 4.
Human Resources Evaluation · 8
5.
Manpower Compensation · 9 6.
Maintaining Human Resources · 9
7.
Personnel Change · 9

(omitted)

Part 2: Human Resource Management Systems and Environment

Chapter 1 Human Resource Management System 36
I. The Concept of Human Resource Management System 36
1.
System Concept · 36 2.
The Concept of Human Resource Management Systems · 36
Ⅱ. Human Resource Management System Model 36
1.
Management Strategy and Performance · 37 2.
Human Resources System · 37
3.
Base System · 37 4.
Organizational Structure · 38
III. Changes in the Human Resource Management System 39
1.
Management Strategy and Performance: The Transformation to Strategic Human Resource Management · 39
2.
Human Resources System: A Shift to a Perspective of Human Resources · 40
3.
Infrastructure Systems: Changing Human Resource Management to Respond to Environmental Changes · 41
4.
Organizational Structure: Shifting to a Flexible Organizational Structure · 44

(omitted)

Part 3: Strategic Human Resource Management

Chapter 1: Strategic Management 60
I. Situational Appropriateness Theory 60
1.
Concept of situational appropriateness theory · 60 2.
Implications of Situational Appropriateness Theory · 60
3.
The Impact of Contingency Theory on Strategic Management · 60
Ⅱ. The Concept and Function of Strategic Management 60
1.
The Concept of Strategic Management · 60 2.
The Functions of Strategic Management · 61
Ⅲ. Essential Requirements for Strategic Management: Human Resources as a Source of Competitive Advantage 62
1.
Barney's Resource-Based View · 62
2.
The Importance of Human Resource Systems · 64

(omitted)

Part 4_Job Management

Chapter 1 Duties 96
I. The Concept of Job 96
Ⅱ. Job-related terms 96
1.
Element · 96 2.
Task · 97
3.
Position · 97 4.
Job · 97
5.
Job family · 97
III. Job Characteristics 97
1.
Jobs are defined by the needs of organizational purpose.
· 97
2.
The job is objective.
· 98 3.
The job is independent.
· 98
4.
The job description is static.
· 98
Ⅳ. Balance between Work and Personal Life: Performance 99
1.
Purpose of Human Resource Management · 99 2.
Balance between Work and Personal Life: Performance · 99

(omitted)

Part 5: Acquisition Management

Chapter 1 Human Resource Planning 162
I. Two Strategies for Securing Human Resources 162
1.
Human Resource Adaptation Strategy · 162 2.
Workforce Planning Strategy · 162
II. Human Resource Planning 163
1.
The concept and meaning of human resource planning · 163 2.
Gardening · 164
3.
Strategic Human Resource Planning · 165
III. Environmental Analysis 168
1.
External Environment Analysis · 168 2.
Internal Environment Analysis · 169
Ⅳ. Human Resources Demand Forecasting 170
1.
Concept · 170 2.
Quantitative Methods of Demand Forecasting · 170
3.
Qualitative Methods of Demand Forecasting · 175 4.
Various Demand Forecasting Methods · 180
V. Human Resource Supply Forecast 181
1.
Concept · 181 2.
Internal Supply Forecast · 181
3.
External Supply Forecast · 185 4.
Analysis of Employment Trends by Occupation (Micro-Level Approach) · 187
Ⅵ. Balance between Human Resource Demand and Supply 187
1.
In case of labor shortage (when demand for labor exceeds supply) · 187
2.
In the case of over-staffing (when the supply of labor exceeds demand) · 188

(omitted)

Part 6: Development Management

Chapter 1: Training 238
I. The Concept and Necessity of Education and Training 258
1.
The concept of education and training · 258 2.
The Need for Education and Training · 259
II. Purpose of Education and Training 260
1.
Business · 260 2.
Employees · 260
III. Structure of the Education and Training System 260
IV. Plan: Analysis of Education and Training Needs 261
1.
Need Analysis Level · 261 2.
Needs Analysis Method · 262
V. Practice: Designing Education and Training Programs 264
1.
Transfer of Training · 264
2.
Contents · 266 3.
Participants · 267
4.
Implementer · 269
5.
Technique ①: Classification by location where training is conducted · 270
6.
Technique ②: Classification by participant · 273 7.
Technique ③: Classification by Period · 285

(omitted)

Part 7_Performance Management

Chapter 1: The Concept of Performance Evaluation 354
I. The Concept of Performance Evaluation 354
1.
The concept of performance evaluation · 354 2.
Personnel Evaluation as a System · 354
II. Purpose of Performance Evaluation 355
1.
Job Management · 355 2.
Securement Management · 355
3.
Development Management · 356 4.
Compensation Management · 356
5.
Maintenance · 356 6.
Career Management · 356
III. Three Dimensions of Performance Evaluation and Their Changes 356
1.
Evaluation target · 357 2.
Evaluation Content · 357
3.
Time Orientation of Evaluation · 358

(omitted)

Part 8: Compensation Management

Chapter 1 Wage Management 436
I. Compensation Management 436
1.
The concept of compensation · 436 2.
Types of Compensation · 436
3.
The Significance of Compensation Management and the Principles of Compensation · 437
II. The Concept and Function of Wages 438
1.
The concept of wages · 438 2.
The Function of Wages: Motivation · 438
3.
The Dysfunction of Wages: Decreased Motivation · 441
III. Wage Management 442
1.
The Concept of Wage Management · 442
2.
The Goal of Wage Management: Balancing the Dual Goals of Cost Control and Productivity Improvement · 442
3.
Contents of wage management · 443 4.
The Importance of Wage Management · 444
5.
Principles of Wage Management · 445

(omitted)

Part 9_Maintenance

Chapter 1: Working Hours Management 564
I. The Concept and Importance of Working Hours Management 564
1.
The concept of working hours management · 564 2.
The Importance of Working Hour Management · 564
3.
The Purpose of Working Hours Management · 564
II. Reduction of working hours 565
1.
Background of the discussion on reducing working hours · 565 2.
Details of reduced working hours · 566
3.
The Effects of Reducing Working Hours · 567
4.
The Goal of Shortening Working Hours: Improving Workers' Quality of Life and Increasing Productivity · 569
Ⅲ. Flexible Working Hours Management 569
1.
The significance of flexible working hours management · 569 2.
Types of Flexible Working Hours · 570

(omitted)

Part 10: Job Change Management

Chapter 1: The Concept of Job Change 604
I. The Concept of Job Change 604
II. Types of Job Changes 604
1.
Subject of decision-making for job change · 604 2.
Controllability by Organization · 605
Chapter 2: Managing Involuntary Turnover (Employment Adjustment) 606
I. The Concept and Causes of Employment Adjustment 606
1.
The concept of employment adjustment · 606 2.
Causes of Employment Adjustment: Oversupply of Labor · 606
II. Effects and Problems of Employment Adjustment 608
1.
Effects of Employment Adjustment · 608 2.
Problems with Employment Adjustment · 608

(omitted)

Part 11: Labor-Management Relations Management

Chapter 1: An Overview of Labor-Management Relations 634
I. Concept and Characteristics of Labor-Management Relations 634
1.
The concept of labor-management relations · 634 2.
Characteristics of Labor-Management Relations · 634
II. Development of Labor-Management Relations 635
1.
Autocratic Labor-Management Relations: A Subordinate Relationship Based on Absolute Command and Obedience · 635
2.
Warm-hearted Labor-Management Relations: Familial Social Relations · 636
3.
Relaxed Labor-Management Relations: A Slightly Rational Relationship · 636
4.
Democratic Labor-Management Relations: Equal Relations through Collective Bargaining · 636
III. Labor-Management Relations Analysis Model ①: Industrial Relations System (IRS) 637

(omitted)

Part 12: 21st Century Corporate Management

Chapter 1: Corporate Ethics 754
I. The Concept and Importance of Corporate Ethics 754
1.
Concept · 754 2.
Importance · 754
II. The Necessity of Ethical Management 755
1.
The Best Mid- to Long-Term Strategy · 756 2.
Stakeholder Pressure · 756
3.
A Question of Survival · 756 4.
Standardization Trends in Ethical Management · 756
III. Basis of Ethical Management 756
1.
Dogmatic Justification · 757
2.
Deontologic Justification · 757
3.
Utilitarian Justification · 757
4.
Communicative Justification · 757

(omitted)

?Human Resources Management Past Exam Questions 778
?Reference 788

Sixth greeting
6th edition

hello.
Greetings, everyone! Welcome to the sixth revised edition.

The number 6 is the first perfect number, which completes itself when its divisors (1, 2, 3) are added to it.
It is also a number that symbolizes the hexagon, the most solid and efficient structure in nature.

In publishing the 6th edition of "Dadok-i," I wanted to fully capture these two meanings in the book.
This year, we have undertaken revisions with uncompromising precision and persistence, ensuring that this book will serve as a "complete alternative" for test-takers and the "most stable foundation" for passing the exam.

What's changed

(1) Strengthening 'connectivity' as HR and legal experts
To strengthen the capabilities of certified labor attorneys as "legal experts," we've included a wealth of key laws and regulations that are increasingly important in practice.
Rather than simply listing legal provisions, it clearly presents the connection and direction of how the "Act on Fair Recruitment Procedures," the "Basic Labor Welfare Act," and the "Retirement Benefit Security Act" are connected to each functional part of human resource management, and what and how test takers should prepare.

(2) Strengthening the argument for pros and cons for a ‘balanced perspective’
We have significantly strengthened the basis for comparing the pros and cons of all systems and techniques.
This is a common requirement in past exams every year, and it is a core competency of an expert who can help make rational decisions with a balanced perspective.
We've supplemented the logic so that you can write answers based on clear arguments, rather than superficial memorization.

As always, I hope this book will be a wonderful success in your hands.
thank you

October 2025
Oh Eun-ji Dream