• Korean journal of food and cookery science
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• v.19 no.4
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• pp.403-412
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• 2003

The purpose of this study was to develop methods for foodservice employees to perform by measuring their levels of sanitation and hygiene practices. The employees' sanitation and hygiene competency list for school foodservice was developed on the basis of the job standardization. The competency list was divided into three parts; (1) before starting the work, (2) during the work and (3) after the work. The levels of the employees' sanitation and hygiene practices were evaluated by dietitians and by the employees themselves. Most schools had conventional foodservice systems (83.4%), which were operated by contract management (94.8%). It was found that the highest practice level related to sanitation and hygiene before starting work, with the lowest levels observed after work. The item related to the cleaning and sanitizing of dishes had the lowest practice level score. Employees perceived their sanitation and hygiene practice after work to be worse than before starting and during work. The items of ″Clean and sanitize all large stationary equipment after every use, and record equipment monitoring chart″ and ″Do not clean dishes and utensils in production area″ had the lowest scores by employees. The scores of the employees were similar to the perception of the dietitians.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.5
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• pp.157-166
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• 2021

This study aims to investigate the impact of green corporate identity and employees' green identification on green business performance of international automobile manufacturers in Thailand. It involves 400 employees from the target study area, using questionnaires to collect data from January to February 2021, with purposive and convenient sampling methods. Data analysis employed structural equation modeling (SEM). The results show that green corporate identity has a significant impact on employees' green personal-social identification and green business performance; meanwhile, employees' green social identification has a significant impact on green business performance. However, employees' green personal identification has a significant impact on green business performance only through employees' green social identification. Green corporate identity can increase the corporate' green business performance via economic, environmental and social aspects through employees' green personal-social identification. The findings suggest that green corporate communication through visual identity, employee behaviors, culture, policy products and services in response to environmental forces and drivers to create the green corporate identity is deemed to systematically work. Furthermore, the findings also suggest that employees' green identification on both personal and social levels can be a significant issue that the managers in automobile manufacturers should pay attention as well.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.657-669
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• 2021

This study seeks to empirically investigate the impact of transformational leadership on employees' innovation with the mediating effect of technological diversity. Employees have evolved into leaders in organizing work within institutions over the last few decades. This shift presents new demands for leaders, who are forced to reinvent individual workers while also improving workplace innovation. This research proposes a conceptual model for considering transformational leadership and the impact of technological diversity on innovation. Structured questionnaire is used in the study and the analysis of the data from 633 employees of universities in the United Arab Emirates uses stratified sampling technique and hypotheses verified through Structural Equations Modelling (AMOS-21). According to the results, transformational leadership has a big effect on employees' innovation. Furthermore, in the relationship between transformational leadership and workforce innovation, technological diversity has a partial mediation impact. This research adds to the growing body of knowledge about how transformational leadership influences employees' innovation and how it affects employees' success, especially in the context of UAE-based universities. Overall, this research contributes to the previous studies wherein transformational leadership plays a critical role in influencing the innovative performance of employees and that, in turn, will promote diversification of technology in the organization.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.8
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• pp.271-285
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• 2021

The aim of this research was to look into the relationship between leadership; transformational leadership, transactional leadership, and employee innovation, as well as the mediating impact of cultural diversity between leadership and employee innovation. Structured questionnaire was used to collect the data from 633 public and private universities' employees in the United Arab Emirates (UAE) with the help of the stratified sampling technique, and hypothesis verified through structural equations modelling (AMOS-21). Findings of the study shows that leadership has positive impact on employee innovation and cultural diversity partially mediates the relationship between leadership and innovative performance of UAE universities' employees. Practical implication of the study is to understand how universities can enhance their employees' innovation which is crucial for their competitiveness and survival. Moreover, the increasing prevalence of cultural diversity, as work arrangements in universities, raises the question of how to successfully manage employees. Although few studies have looked into how transformational and transactional leadership styles affect employees' innovation performance, this study expands on the topic by concentrating on sub-dimensions of leadership that foster innovation through idea generation and execution at the United Arab Emirates universities. This study offers valuable insights for educational leaders and throws light on the main characteristics of leadership which helps the employees to perform better in terms of innovation.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.571-582
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• 2021

Employers and employees are seriously suffering from perceived organizational politics exhibited in the workplace, and they are searching for remedial ways. The current study was carried out to measure the (i) effects of the employees' perceived organizational politics on their behavioral outcomes, and (b) the remedial role of employees' social astuteness in the relationship of their perceived organizational politics to behavioral outcomes (i.e., work engagement and turnover intention). Seven hundred and twenty-five employees working in Nepalese A graded banks were surveyed to collect the perceptual cross-sectional data. The data were quantitatively analyzed, adopting the deducting reasoning approach. Regression analysis revealed that (i) perceived organizational politics negatively impacted on work engagement and positively impacted on turnover intention, (ii) social astuteness moderated the relationship between perceived organizational politics and employees' behavioral outcome. Moreover, perceived organizational politics' detrimental impact was less severe for employees who possess high social astuteness as compared to those who have less social astuteness. The remedial effect of social astuteness was measured more useful for high organizational politics perceiver than for low perceiver. A number of theoretical and practical implications are suggested to improve the employees' behavioral outcomes from the detrimental impact of perceived corporate politics.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.2
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• pp.255-260
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• 2022

SME sector's success also depends on its employees' job satisfaction as satisfied employees are likely to be more productive at the workplace and positively enhance SME business performance. Small and medium firms are the heart of the economy, and employees are the main and valuable asset for the SME firms. If SME business managers can increase employee satisfaction, then SMEs' performance will also increase in the future. Hence, the current study aims to determine the job satisfaction of SME employees by analyzing the impact of job training (JT) and promotion (PRO) opportunities on employee job satisfaction. Purposive sampling is applied in the study, and 202 SME employees have participated as sample respondents. The final sample size is n = 202. SPSS 26.0 version is used to analyze the hypotheses. The study findings show that both job training (JT) and promotion (PRO) have a positive effect on SME employee job satisfaction. It does indicate that SME managers need to provide necessary training programs and timely promotion to their current working employees to keep them satisfied with their job. Promotion and effective job training will certainly enhance employees' job satisfaction. The study has also offered a few strategic implications for SME business managers.

• Asia pacific journal of information systems
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• v.34 no.1
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• pp.321-350
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• 2024

When a competent employee leaves an organization, the technical skills and know-how possessed by that employee also disappear, which may lead to various problems, such as a decrease in organizational morale and technology leakage. To address such problems, it is important to increase employees' job satisfaction. Due to the advancement of both information and communication technology and social media, many former and current employees share information regarding companies in which they have worked or for which they currently work via job portal websites. In this study, a web crawl was used to collect reviews and job satisfaction ratings written by all and incumbent employees working in nine industries from Job Planet, a Korean job portal site. According to this analysis, regardless of the industry in question, organizational culture, welfare support, work system, growth capability and relationships had significant positive effects on job satisfaction, while time and attendance management, performance management, and organizational flexibility had significant negative effects on job satisfaction. With respect to the path difference between former and current employees, time and attendance management and organizational flexibility have greater negative effects on job satisfaction for current employees than for former employees. On the other hand, organizational culture, work system, and relationships had greater positive effects for current employees than for former employees.

• Korea Journal of Hospital Management
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• v.6 no.1
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• pp.18-40
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• 2001

This study purports to investigate the readiness of the university hospital employees in the knowledge-based management. Data were collected from 550 employees including administrative, nursing, and technical staff of 9 university hospitals located in Seoul and Kyunggi Province through the self-administered questionnaires. The response rate was 79% and 425 questionnaires were used as final data and analyzed using 2 test, t-test, and ANOVA. The main findings of the study are as follows. 1) It seems that most employees of the study hospitals have basic knowledge on the concept of knowledge-based management. This finding implies that the implementation of the knowledge-based management in Korean university hospitals will not likely to face strong resistance from their employees. 2) The results show that Korean hospital employees are still not so accustomed to using e-mail as the main communication tool. This finding suggests that it is necessary to use various communication tools which include electronic data interchange, teleconference, and cyber chatting for facilitating the knowledge-based management in Korean university hospitals. 3) It is desirable to appoint a chief knowledge officer(CKO) for operating knowledge-based management system effectively. 4) A reward system for employees who show a distinguished performance in the creation and sharing of new knowledge should be established. Knowledge mileage system, selection of the best knowledge employee and team will be a good example of the effective reward system. 5) The participation and support from the chief executive officers (CEO) of the hospitals is an important factor for successful knowledge-based management. Furthermore, to make physicians actively participate in the knowledge-based management is another important factor for obtaining valuable outputs from the system. 6) It is found that the knowledge and skills of the hospitals employees on the information technology (IT) are not sufficient for making knowledge-based management more popular. This implies that it is very important to select IT-oriented employees and educate them continuously on the knowledge-based management.

• Korean Journal of Occupational Health Nursing
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• v.7 no.1
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• pp.33-46
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• 1998

Introduction : In Korea, national attention to the workplace health promotion programs (HPP) for employees began in early 1990s. Governmental supports for the HPP and education programs have given to the employees. The purpose of this study is to find the performance degree of employees' health promoting lifestyle(HPL). Subjects and Methods : For this study, 615 employees who attended governmental educations were selected as research samples. The tool for measuring HPL used in this study was developed for Korean by In-Sook Park in 1995. It is composed of 4-point scaled 60 items and divided into 11 subcategories. The data were collected by self reporting questionnaires from June to December in 1997. Those data were analyzed percentile, mean, standard deviation, ANOVA, t-test with SAS program. Major findings are as follows; 1. The total mean score of the employees' HPL performance was 2.66. The average scores of 'harmonious relationships' category were the highest as 3.11, whereas the one of 'professional health maintenance' were the lowest as 2.02. The remains were 'sanitary life'(2.90), 'emotional support(2.85), 'regular diet'(2.84), 'self achievement'(2.78), 'healthy diet'(2.56), 'rest and sleep'(2.56), 'exercise and activity'(2.54), 'diet control'(2.53), 'self-control'(2.52). 2. The factors affecting HLP were category of industries and sex, age, marital status, education level, major, educational experience of health promotion, among personal characteristics. The employees of service industries, female, older age, married, nurse, educated for health promotion, graduated from junior college performed HLP more than the others. 3. The participation rates of employees for HPP were 12.4%, because of limited time and facilities and equipments. Recommendations; 1. The regulation for performing the health promotion programs in the industries is essential for activating industrial health promoting movement. 2. More governmental supports for educations and services for health promotion programs in the industries are needed. 3. For behavioral changes of the employees, the contents of educations have to consist of exercise and activity, rest and sleep, diet and smoking habits. 4. The evaluating studies for ready made health promotion programs in the industries are expected.

• Korean journal of food and cookery science
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• v.26 no.3
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• pp.252-262
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• 2010

This study was conducted to evaluate the sanitary performance and education of elementary and middle school food service employees, by administering questionnaires to 358 elementary school food service employees and 171 middle school food service employees in Seoul. The collected data were subjected to descriptive analysis and $X^2$ tests using the SPSS package program. On the questionnaire, items pertaining to personal hygiene, ingredient control, process control, safety management, and sanitation education were used to measure sanitary performance, with a maximum possible rating of 5 per each category. The results can be summarized as follows. Elementary school food service employees' had the following sanitary performances scores: personal hygiene(4.75), ingredient control(4.82), process control(4.73), safety management(4.69) and sanitation education(4.29). Middle school food service employees' had the following performance ratings: personal hygiene(4.62), ingredient control(4.71), process control(4.71), safety management(4.61) and sanitation education(4.05). In the elementary school employees, 59.8% received regular sanitation education once per month, while 67.3% of middle school employees received regular sanitation education more than once per month. At the elementary schools, food service sanitation education was conducted verbally(39.4%), while middle school sanitation education was principally carried out through the distribution of leaflets(41.5%). The average effectiveness scores for food service verbal education were 2.97 out of a possible 5 at the elementary schools and 2.94 out of 5 at the middle schools. In both elementary and middle schools, the majority of the employees attributed the low level of sanitation knowledge in food service to a lack of facilities and equipment.