• Sleep Medicine and Psychophysiology
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• v.7 no.2
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• pp.96-101
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• 2000

Objectives: Through comparing sleep variables and autonomic activities among three shifts in shift workers, the authors intended to clarify which shift is most tolerable and to identify the characteristics of their psychological and physical problems. This study is also expected to help shift workers to adapt themselves to their work more effectively. Methods: Fifty one shift workers took part in this study. They were working in a rapidly rotating system in which they worked for 3 days in one shift with one day off between each shift. Based on a sleep diary, sleep latency (SL), sleep period time (SPT), and number of wake after sleep onset (NWASO) were estimated and compared among the three shifts. In assessing sleepiness, Epworth sleepiness scale (ESS) and visual analogue scale (VAS) were used. To evaluate mood states among the three shifts, profile of mood states (POMS) was administered. Heart rate variability (HRV), and the level of adrenaline and noradrenaline were measured to assess autonomic activities. HRV included low frequency power (LF), high frequency power (HF), and LF/HF. Results: SPT was significantly lengthened during the evening shift and SL was shortened during the night shift. The workers showed a drop in alertness at wake-up during morning shift and a drop in alertness at work during night shift. During night shift the subjects complained of physical fatigue and cognitive decline. Comparison of HRV showed that parasympathetic activity was most prominent during the evening shift. Secretion of adrenaline and noradrenaline decreased during the evening shift, though statistically not significant. Conclusion: We found that the evening shift was most tolerable among the three shifts. It is recommended that morning light exposure be done during the morning shift and nocturnal light exposure during the night shift.

• Journal of Korean Ophthalmic Optics Society
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• v.20 no.4
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• pp.491-499
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• 2015

Purpose: This study was to examine how decline of visual function affects visual perception by assessing visual perception after improving visual function through visual training, and observing the change in the cognitive ability of visual perception. Methods: This study analyzes the visual perceptual evaluation (TVPS_R) of 23 children below age 13($8.75{\pm}1.66$) who have visual abnormalities, and improves visual function after conducting vision training (vision therapy) of the children. Results: Convergence increased from average $3.39{\pm}2.52{\Delta}$ (prism) to $13.87{\pm}6.04{\Delta}$ in the measurement of long-distance disparate points, and from average $5.48{\pm}3.42{\Delta}$ to $18.43{\pm}7.58{\Delta}$ in the measurement of short-distance disparate points. Short-distance diplopia points increased from $25.87{\pm}7.33cm$ to $7.48{\pm}2.87cm$, and as for accommodative insufficiency, short-distance blur points increased from $19.57{\pm}7.16cm$ to $7.09{\pm}1.88cm$. In the visual perceptual evaluation performed before and after improving visual function, 6 items except visual memory showed statistically significant improvement. By order of significant improvement, response gap was highest with $17.74{\pm}16.94$(p=0.000) in visual closure, followed by $15.65{\pm}17.11$(p=0.000) in visual sequential-memory, $13.65{\pm}16.63$(p=0.001) in visual figure-ground, $12.74{\pm}18.41$(p=0.003) in visual form-constancy, $6.48{\pm}10.07$ (p=0.005) in visual discrimination, and $4.17{\pm}9.33$(p=0.043) in visual spatial-relationship. In the visual perception quotient that added up these scores, the response gap was $15.22{\pm}8.66$(p=0.000), showing a more significant result. Conclusions: Vision training enables efficient visual processing and improves visual perceptual ability. It was confirmed that improvement of visual function through visual training not only improves abnormal visual function but also affects visual perception of children such as learning, perception and recognition.

• Journal of Venture Innovation
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• v.6 no.3
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• pp.149-164
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• 2023

Today, when innovation and creativity become increasingly important, management of human resources is a key factor for corporate performance and competitive advantage. Corporate are implementing and introducing various types of support methods for members to achieve goals and improve organizational performance. Organizational culture and organizational trust affect the cognitive and emotional state of members. Furthermore, it can bring about changes in organizational performance such as job stress and job satisfaction. From an institutional point of view, work-life balance is also a major factor affecting organizational performance. The imbalance between work and life leads to a decline in organizational performance, such as decreased morale and dissatisfaction with work. In relation to work-life balance, the low birth rate problem intensified and the importance began to emerge. Therefore, the government has implemented various policy support for workers' work-life balance, and the "52-hour workweek" is a representative example. This study analyzed the effect of organizational culture applying the competitive value model on workers' job stress. In addition, the mediating effects of overtime work per week and organizational trust were analyzed. Job stress corresponds to a prerequisite stage that affects job commitment, job satisfaction, and turnover intention. However, research measuring job stress by organizational performance is insufficient. In addition, there are few studies analyzing the relationship between overtime and organizational performance. Considering this, it is necessary to understand the influence relationship. The results of the study are as follows. First, a hierarchical culture increases the job stress of workers. On the other hand, innovation-oriented, relationship-oriented, and competition-oriented corporate culture reduce job stress. Second, a hierarchical culture has reduced trust in the organization, and other organizational cultures have increased trust in the organization. Third, relationship-oriented and competition-oriented organizational culture reduced overtime. Innovation-oriented, hierarchical-oriented culture increased overtime Fourth, organizational trust and overtime have the effect of mediating organizational culture and job stress. Based on these analysis results, this study presented academic and political implications.