• 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.