• Management & Information Systems Review
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• v.34 no.2
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• pp.39-65
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• 2015

This study is the empirical analysis of the effects of GWP organization culture on need for achievement, job satisfaction, and job performance. For this analysis, among the major companies that have been selected as good corporates to work (GWP), the survey was conducted by targeting the employees in manufacturing/service/finance industries and the comparison analysis is on the relationship between the effects and variables of the GWP organization culture are effected the professionals in the industries. As for the results of the studies, firstly, in manufacturing industry, GWP organization culture has significant impacts on need for achievement(+) and job satisfaction(+) and does not have significant effects on job performance. Also, need for achievement has significant effects on job satisfaction(+) and job performance(+) and job satisfaction has significant effects on job performance(+). Secondly, GWP organization culture in service industry has significant effects on need for achievement(+) and job satisfaction(+) but does not have significant effects on job performance. Need for achievement has significant effects on job satisfaction(+) but does not have significant effects on job performance and job satisfaction does not have significant effects on job performance. Lastly, GWP organization culture in finance industry has significant effects on need for achievement(+), job satisfaction(+), and job performance(-) and need for achievement has significant effects on job satisfaction(+) and job performance(+) and job satisfaction has significant effects on job performance(+). Based on the results of the analysis, this study suggests the meanings and implications on the similarities and differences on how GWP organization culture affects employees in different industries.

• 한국벤처창업학회:학술대회논문집
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• 2024.04a
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• pp.151-155
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• 2024

본 연구는 스타트업을 포함 중소벤처기업에 재직 중인 구성원의 직무만족과 소명의식을 높이기 위한 방안으로 GWP 조직문화의 필요성을 제안하고자 한다. GWP 조직문화는 구성원들이 자신이 근무하는 조직과 업무, 동료에 대해 애착을 갖고 자부심을 갖도록 조직 차원에서 이를 독려하는 문화적 풍토를 말한다. 이를 토대로 구성원은 일터영성(Workplace Spirituality)을 지각하고 더 나아가 직무만족과 소명의식을 느낄 수 있다. 일터영성에 관한 개념은 다양한 학문적 논의가 진행되고 있는데 중요한 점은 구성원들이 자신의 업무에서 의미를 추구하는 소명의식과 일터, 즉 조직에서 목적과 일의 의미를 타 구성원과 함께 공유하는 개념으로 요약할 수 있다. 그러므로 중소벤처기업에서 GWP 조직문화 조성을 노력한다면 구성원에게 자신의 업무와 동료에 대한 인식 그리고 일터 현장에 대한 의미와 소중함을 더욱 인식하게 하여 임직원의 일터영성을 일깨울 수 있을 것이다.

• Perspectives in Nursing Science
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• v.6 no.1
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• pp.21-37
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• 2009

The purpose of this GWP project was two-fold:(1) to launch an organizational culture improvement for great workplace (2) to improve the perception of nursing personnel on communication and team work in a surgical nursing department of a teaching hospital in Seoul. Using one group pretest-posttest design, nursing personnel's perception on organizational culture related to communication and team work was evaluated. A 10-item, 5-point scale (1.5) survey was administered to 209 nursing personnel in January 2009 and again to 191 nursing personnel in October 2009. From January 2009, AMANNA team has taken activities focused on trust, pride, and fun. AMANNA is an abbreviation of Korean language, which means wonderful meeting and sharing in English. Monthly activities are as follows: choral concerts by nurse managers, welcome and farewell events, praising members for their services, explaining current circumstances, etc. Special activities are as follows: a New Year's greeting party, a spring picnic, beauty classes, a lecture on drug administration, cultural lectures using videos, and presentations of academic posters and another activity. The reliability of measurement was Cronbach's ${\alpha}$: 0.917(pretest), 0.954(posttest). Most nursing personnel's perception on organizational culture was improved (pretest mean=3.50 and posttest mean=3.78, p<.001). "A sense of belonging" showed the greatest improvement among the 10 items(3.18 vs. 3.56, p<.001). "Trust each other" showed the highest score (mean=3.98) in posttest. Frequency of participation and satisfaction showed a significant relationship(r=0.179, p=.021). We believe that this project has made a contribution towards a positive organizational culture. The keys to this initiative's preliminary success have been the leadership support and flexibility in implementing the interventions tailored to the hospital.