Abstract ▼ AI-Helper

In 1998 non-regular workers whose contract term is no longer than a year amounted to 47.2% among the total workforce in Korea, and as of August 2000 the number already surpassed the number of regular workers, amounting to 52% of the total wage earners. The 1997 economic crisis(the financial aid from...

In 1998 non-regular workers whose contract term is no longer than a year amounted to 47.2% among the total workforce in Korea, and as of August 2000 the number already surpassed the number of regular workers, amounting to 52% of the total wage earners. The 1997 economic crisis(the financial aid from IMF) caused a rapid increase in the number of non-regular workers. This non-regular worker's employment actually has both positive and negative natures in the domestic industries. No research on non-regular workers has, however, ever been conducted. Moreover studies undertaken so far have been concentrated mainly on the manufacturing industry sector. therefore, this paper discuss the theoretical review for non-regular workers and their employment condition, and then analyzes problems of non-regular workers in the banking industry - specifically Nong-Hyup among the banking industry. Regarding organizing non-regular workers as the starting point for overcoming the weakness of the current non-regular employment system, this paper is designed to examine human resource management of non-regular workers. This paper is mainly composed of four parts. The first examines non-regular worker's theory. The second part examines the employment condition of non-regular workers with regard to overall industries in the world, all domestic industries, and finally domestic banking industry - Nong-Hyup - respectively. The third part examines the empirical survey of the non-regular workers in Nong-Hyup. The fourth part reviews problem from employment and improvement of non-regular workers The major problems of empirical survey fall into five human resource management categories - recruiting · section management, education · training · career development management, transfer·separation management, wage · employee benefits management, and human relation · labor and management relations. Also improvement alternatives to the problems of non-regular workers are based on the efficient human resource management with mutual benefits(corporation and non-regular workers).

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