일본 기업의 고령자 고용을 위한 인사․임금제도 혁신전략 연구*

김환일 한일경상학회 2009 韓日經商論集 Vol.45 No.-

On the background of the unprecedented rapid growth of the aged population, the upward settlement of the age for making the first pension payment and the aged persons' high will to work, the promotion of the employment for the middle and old aged persons is critical issue in Japan. Japan suffers from the low fertility and its following decrease in working population since 2006. The number of college graduates has already begun to decline since 1995. In order to mitigate the decrease in workforce, it comes to the social and national task to raise the employment rate among the aged and women. To realize the task more effectively, the Law concerning Stabilization of Employment of Older Persons has been amended several times, and the companies have made efforts to innovate their personnel and pay systems for the employment stabilization of the aged. Korea, as its pace of aging is faster than the one of Japan, is urged to prepare for the aging society. This paper is written to systematically examine how the Japanese companies have dealt with the demographical change in dimension of human resources and pay, and therefore to help Korea companies to build countermeasures on the aging society.

세종 세종리 유적

김환일 한국구석기학회 2014 한국구석기학회 학술대회 발표집 Vol.2014 No.1

대전 용산동 구석기유적 -1차 조사를 중심으로-

김환일 한국구석기학회 2004 한국구석기학보 Vol.- No.10

청주 오송 구석기유적

김환일,김성섭 한국구석기학회 2019 한국구석기학회 학술대회 발표집 Vol.2019 No.1

전략적 경영자 보상제도의 설계방안-보상수준과 보상체계를 중심으로-

김환일 한국인사관리학회 2003 조직과 인사관리연구 Vol.27 No.1

지금까지 경영자 보상제도에 대한 많은 연구에도 불구하고 경영자의 보상수준에 대한 논란, 경영자의 성과평가에 대한 불신, 그리고 경영자의 보상체계에 대한 합리적 기준 등에 대한 논란은 끊임없이 야기되고 있다. 이러한 시점에서 본 연구는 첫째, 적절한 경영자의 보상수준(pay level)은 무엇인가?, 그리고 둘째, 적합한 경영자 보상체계(pay structure)는 무엇인가? 등에 대한 기존 이론적 연구 및 실증적 연구의 체계적 분석을 통해 전략적인 경영자의 보상제도의 설계방안을 마련코자 하는데 그 목적을 두고 있다. 본 연구는 아직은 우리나라에서 매우 일천한 연구분야 중 하나인 경영자 보상제도에 대한 선행연구들을 제한적 연구주제에 국한시켜 개관하고 보다 명확한 연구결과를 도출하기 위해 동시에 기존 이론 및 실증연구 결과들의 체계적 분석을 토대로 우리나라 기업들이 지향해야할 전략적 경영자 보상제도의 설계방안을 제시하였다

Sepsis: Early Recognition and Optimized Treatment

김환일,박성훈 대한결핵및호흡기학회 2019 Tuberculosis and Respiratory Diseases Vol.82 No.1

Sepsis is a life-threatening condition caused by infection and represents a substantial global health burden. Recent epidemiological studies showed that sepsis mortality rates have decreased, but that the incidence has continued to increase. Although a mortality benefit from early-goal directed therapy (EGDT) in patients with severe sepsis or septic shock was reported in 2001, three subsequent multicenter randomized studies showed no benefits of EGDT versus usual care. Nonetheless, the early administration of antibiotics and intravenous fluids is considered crucial for the treatment of sepsis. In 2016, new sepsis definitions (Sepsis-3) were issued, in which organ failure was emphasized and use of the terms “systemic inflammatory response syndrome” and “severe sepsis” was discouraged. However, early detection of sepsis with timely, appropriate interventions increases the likelihood of survival for patients with sepsis. Also, performance improvement programs have been associated with a significant increase in compliance with the sepsis bundles and a reduction in mortality. To improve sepsis management and reduce its burden, in 2017, the World Health Assembly and World Health Organization adopted a resolution that urged governments and healthcare workers to implement appropriate measures to address sepsis. Sepsis should be considered a medical emergency, and increasing the level of awareness of sepsis is essential.

대호 이융조교수 정년기념 특집호 : 연모를 통하여 살펴본 대전 용산동 구석기유적의 성격

김환일 충북대학교 사학회 2007 忠北史學 Vol.18 No.-

일본 장기불황 극복과정에서 기업지배구조의 개혁 연구- 제도적 변화와 실태를 중심으로 -

김환일 한일경상학회 2007 韓日經商論集 Vol.36 No.-

The Study on Reform of Corporate Governance on theProcess of Overcoming the Long Term Depression in Japan- Focus on System Change and actual conditions -

일본 지역별·산업별 최저임금제도에 대한 고찰

김환일 전북대학교 부설법학연구소 2022 法學硏究 Vol.69 No.-

The Japanese minimum wage has a structure in which the central minimum wage deliberation committee proposes a regional standard, and then the regional minimum wage deliberation committee of 47 prefectures deliberates and decides on the revision of the wage every year. However, as the regional wage gap continues to widen, the labor and management are strongly arguing that reform should be done, questioning the original attitude of the Minimum Wage Deliberation Committee. Recently, the labor and bar associations insist that the Minimum Wage Deliberation Committee is difficult, but it is necessary to gather wisdom on how to balance the minimum wage increase to secure employment and livelihood stability for low-wage workers. On the other hand, employers strongly insist on freezing the minimum wage in order to continue business and maintain employment, as it has a huge impact on local small and medium-sized enterprises(SMEs) and small business owners with a weak management base. Therefore, it is necessary to establish active policies such as tax and social insurance premium reduction and subsidy support for small and medium-sized enterprises that are difficult to raise the minimum wage. To this end, if we look at the tasks of the Japanese minimum wage system, first, the significance and correct understanding of the minimum wage system, second, the principle of disclosure in the non-disclosure of the minimum wage council, third, the limitations of the regional minimum wage system and the introduction of a nationwide minimum wage system, Fourth, diversification and strengthening of representativeness of the members, and fifth strengthening the role of public interest members. Therefore, in order to introduce the minimum wage system by region and industry in Korea, it is necessary to come up with a rational improvement plan for the minimum wage system suitable for Korea based on the experience of the Japanese minimum wage system. 일본 최저임금은 중앙최저임금심의위원회에서 지역기준액을 제시한 다음 47개 도도부현의 지방최저임금심의위원회가 매년 임금액의 개정을 심의·결정하는 구조이다. 하지만 지역별 임금격차가 계속 확대되면서 최저임금심의위원회에 본연의 자세에 대해 의문을 갖고 개혁해야 한다고 노사 간에 강하게 주장하고 있다. 최근 노동계 및 변호사연합회 측에서는 최저임금심의위원회가 어렵지만 저임금 근로자의 고용 확보 및 생활안정을 위한 최저임금 인상을 어떻게 실시할 것인지에 지혜를 모아야 한다고 주장하고 있다. 반면 사용자 측에서 최저임금 인상은 경영기반이 취약한 지방중소기업·소규모사업자에게 큰 영향을 미치므로 사업계속과 고용유지를 위해 동결을 강하게 주장하고 있다. 따라서 최저임금의 인상이 어려운 중소영세기업에 대해 세금 및 사회보험료의 감면, 보조금 지원 등 중소영세기업의 비용경감을 위해 적극적인 지원정책을 수립해야 할 것이다. 이를 위해 일본 최저임금제도의 과제를 살펴보면 첫째, 최저임금제도의 존재 의의 및 올바른 이해, 둘째, 최저임금심의위원회의 비공개에서 공개 원칙, 셋째, 지역별 최저임금제도의 한계와 전국일률최저임금제도의 도입, 넷째, 위원의 다양화 및 대표성 강화, 다섯째 공익위원의 역할 강화 등이다. 따라서 우리나라에서 지역별·산업별 최저임금제도가 도입되기 위해서는 일본 최저임금제도의 경험을 토대로 우리나라에 적합한 최저임금제도의 합리적 개선방안을 마련해야 할 것이다.

일본 기업 임금체계의 역사적 변화에 관한 연구

김환일 한일경상학회 2012 韓日經商論集 Vol.56 No.-

In Japan, few historical researches on the pay structure in Japanese companies have been systematically implemented. The pay structure has been continuously changed. The seniority, in Japan, has been a key factor to decide the pay structure, but the number of companies adopting the performance -based pay structure such as annual salary system is steadily increasing. In other words, there is a tendency that companies substitute their seniority -based pay structure, increasing base pay according to the employee’s educational attainment, length of service or age, for performance-based pay structure, increasing base pay according to the employee’s competence and performance. Since the mid-1980s a number of companies have reduced or eliminated the seniority-based pay. Particularly since the mid-1990s a number of companies have not only reduced or eliminated the skill-based pay system but also adopted the annual salary system, the job-based pay system & pay structure by job classification. Under this circumstance, the primary purpose of this research is to give a tip for Japanese companies and academia who want to improve their pay structure by systemizing the change and its characteristics of pay structures in Japanese companies through the review on previous researches, statistical data and case study. Surely, this research could present companies in need with strategies and tactics to improve their pay structures by studying how the pay structure has been changed according to circumstance and managerial situation. Major characteristics of the changes of pay structures are as follows: first, performance-based pay structure such as annual base pay, job-based pay structures, pay structure by job classification are expanding while seniority -based pay structure & skill-based pay structure are gradually shrinking; second, specific items consisting of pay are simplified; third, the proportion of the standard pay(base pay, a fixed term pay) is increasing; fourth, The pay structure by the life stages is composed differently of several elements. fifth, allowances have a wide variety, and they are reduced or eliminated; finally the bonus are reduced or eliminated, and the variable bonus are widely used.