• Journal of the Korea Safety Management & Science
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• v.13 no.4
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• pp.139-151
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• 2011

Among recent management innovation activities of companies, one of the most important competitive advantage through customer satisfaction, and to which members of the organization's service orientation is essential. The company's service orientation is closely related to the organization's culture. In this study, the organization's service-oriented culture, the internal service quality, job satisfaction and organizational commitment, and ultimately affects the employee's influence on customer orientation will look at that. Results and implications of this study can be summarized as follows. the internal service quality among the factors tangibles, assurance, empathy, job satisfaction showed a significant influence on the type of empathy and emotional commitment castle had a significant impact on. With these results, relationships with colleagues within the organization, such as work environment and job satisfaction and emotional commitment, the atmosphere is very important to know that you can affect. Therefore, the members of the company to increase job satisfaction and organizational commitment, corporate culture, business as well as collaboration with colleagues to share the emotional atmosphere of sympathy for the business environment will get improved.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.5
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• pp.118-127
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• 2019

This study was conducted to provide data for the development of health program to promote patient safety nursing activities by analyzing the effect of perception of importance of patient safety management, perceptions of patient safety culture and organizational communication on patient safety nursing activities in small & medium hospital nurses. Data collection was conducted from February 8 to 15, 2019. A total of 202 questionnaires were administered to nurses who have worked for more than six months in three small and medium hospitals. The perception of importance of patient safety management of the subjects was $3.60{\pm}.49$, perception of patient safety culture was $3.39{\pm}.41$, organizational communication was $3.29{\pm}.45$ and patient safety nursing activities was $4.08{\pm}.50$. The patient safety nursing activities was related to perception of importance of patient safety management(r=.597, p<.001), perception of patient safety culture(r=.626, p<.001), organizational communication(r=.559, p<.001), there was a significant positive correlation. Perception of importance of patient safety management(${\beta}=.258$, p=.001), perception of patient safety culture(${\beta}=.323$, p<.001) and organizational communication(${\beta}=.160$, p=.044) had a significant effect on patient safety nursing activities(F=53.067, p<.001). The explanatory power of these variables was 43.7%.

• Proceedings of the KSR Conference
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• 2011.10a
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• pp.2548-2556
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• 2011

The safety culture of an organization is the product of individual and group values, attitudes, perceptions, competencies, and patterns of behaviour that determine the commitment to, and the style and proficiency of, an organization's health and safety management. A good safety culture includes effective, appropriate safety management systems; strong safety leadership & commitment from management; participation and involvement of the workforce; and organizational learning and continuous improvement. This paper will introduce the safety culture inspection standards and process in Korea Railway. The main purpose is to get a better understanding of safety culture and to develop measuring tool. First of all we developed the composition factor of safety culture and the question set. And we prepared the base of computerization of safety culture measurement by developing of evaluation standards and weighted value.

• Journal of the Ergonomics Society of Korea
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• v.32 no.1
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• pp.117-124
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• 2013

Objective: This paper presents additional considerations related to organization and safety culture extracted from recent human error incidents in Korea, such as station blackout(i.e., SBO) in Kori#1. Background: Safety culture has been already highlighted as a major cause of human errors after 1986 Chernobyl accident. After Fukushima accident in Japan, the public acceptance for nuclear energy has taken its toll. Organizational characteristics and culture became elucidated as a major contributor again. Therefore many nuclear countries are re-evaluating their safety culture, and discussing any preparedness and its improvement. On top of that, there was an SBO in 2012 in the Kori#1. Korean public feels frustrated due to the similar human errors causing to a catastrophe like Fukushima accident. Method: This paper reassesses Japan's incidents, and revisits Korea's recent incidents. It focuses on the analysis of the hazards rather than the causes of human errors, the derivation of countermeasures, and their implementation. The preceding incidents and conclusions from Japanese experience are also re-analyzed. The Fukushima accident was an SBO due to the natural disaster such as earthquakes and a successive tsunami. Unlike the Fukushima accident, the Kori#1 incident itself was simple and restored without any loss and radioactive release. However, the fact that the incident was deliberately concealed led to massive distrust. Moreover, the continued violation of rules and organized concealment of the accident are serious signs of a new distorted type of human errors, blatantly revealing the cultural and fundamental weakness of the current organization. Result: We should learn from Japanese experiences who had taken pride in its safety technology and fairly high confidence in safety culture. Japan's first criticality accident in JCO facility splashed cold water on that confidence. It has turned out to be a typical case revealing the problems in the organization and safety culture. Since Japan has failed to gain lessons and countermeasure, the issue persists to the Fukushima incident. Conclusion: Safety culture is not a specific independent element, which makes it difficult to either evaluate it properly or establish countermeasures from the lessons. It may continue to expose similar human errors such as concealment of incident and manipulation of bad data. Application: Not only will this work establish the course of research for organization and safety culture, but this work will also contribute to the revitalization of Korea's nuclear industry from the disappointment after the export contract to UAE.

• Journal of the Korean Society of Marine Environment & Safety
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• v.19 no.5
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• pp.511-517
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• 2013

Maritime police recognize that the organizational culture of various acting as a member of the organization. Also, marine policing and security activities to determine the number of build. The overall culture of maritime police who share the organization sub-culture may take place. Maritime police organizational culture and a variety of types of group culture, hierarchical culture, development culture, rational culture examined the differences in perceptions. Maritime police aware of the general results of the analysis are as follows; First, the maritime police officers of the age group of 20 was the highest recognition in hierarchy culture and rational culture. Second, the maritime police officers of the rank of captain was the highest recognition in development culture and rational culture. Third, differences in the perception of organizational culture by recruitment analysis show the difference in cultural groups showed, in particular, the special recruitment group of police officers, and maritime police culture can be seen tend to appear low.

• Journal of the Korea Safety Management & Science
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• v.22 no.4
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• pp.27-34
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• 2020

This investigation was carried out in Liaoning, Shandong, and Shaanxi where classified most of their geological organizations into profit organizations, which means they must implement enterprise-oriented reform immediately. The valid 311 questionnaires were collected and used to verify the serial mediating model by AMOS 23.0. Results verified the crucial mediating effects of structural and psychological empowerment between external-focused organizational culture and openness for change. Adhocracy culture positively affects employees' openness for change through three indirect paths, including one mediator and two mediators. Market culture impacts individuals' openness for change through two indirect paths, one is through structural empowerment and another one is through two mediators. The findings provide managers in geological organizations with an empowering management practice model which could promote geological industry reform effectively.

• Journal of the Korean Society of Safety
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• v.36 no.2
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• pp.18-25
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• 2021

Specialty contractor facilities, which involve a combination of welding and commissioning, face a high risk of serious accidents such as fire, explosion, and suffocation associated with welding work, nitrogen, and argon use. In such facilities, the organizational safety culture has considerable impact on the frequency of accidents. In this study, a safety culture evaluation was conducted on specialty contractors. NOSACQ-50, a standardized survey method on safety culture, was selected as an assessment tool to evaluate the safety culture in specialized construction companies that could not afford to invest heavily in safety. The self-administered questionnaire survey was conducted with 201 workers of four construction companies and the results were analyzed. It was found that in companies with low safety culture, the occurrence of irrationality was 66.0%, while in companies with high safety culture, the occurrence of irrationality was 42.6%. Thus, the difference in the occurrence of irrationality by safety culture was statistically significant. The difference in safety culture level according to the experience of occurrence of irrationality was also significant. It was also found that the higher the belief in safety management authorization, safety responsibilities of managers, worker safety priorities, and safety system effects, the lower the probability of irrationality.

• Journal of the Ergonomics Society of Korea
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• v.35 no.2
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• pp.75-84
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• 2016

Objective: The aim of this study is to suggest some improvement ideas based on the validity and the reliability analyses of the current safety culture measurement method applied to the Korean nuclear power industry. Background: Wrong safety culture is known as one of the major causes of the disasters such as the space shuttle Columbia disaster or the Fukushima Nuclear Power Plant accident. Assessment of safety culture of an organization is important to build a safer organizational environment as well as to identify the risks hidden in the organization. Method: A face validity of the current safety culture measurement method was analyzed by comparison of the key factors of safety culture in the Korean nuclear power industry with those factors reviewed in the previous studies. The current interview method was analyzed to identify the problems which degrade the consistency of evaluation. Results: Most safety culture factors reviewed in the literatures are covered in the list of the Korean nuclear power industry safety culture factors. However the unstructured questions used in the interview may result in inconsistency of safety culture evaluation among interviewers. Conclusion: This study suggests some examples which might improve the consistency of interviewers' evaluation on safety culture such as a post interview evaluation form. Application: An extended post interview evaluation form might help to increase the accuracy of the interviewing method for Korean nuclear industry safety culture evaluation.

• Journal of the Korea Safety Management & Science
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• v.17 no.2
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• pp.79-88
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• 2015

The safety culture of an organization is the product of individual and group values, attitudes, perceptions, competencies, and patterns of behavior that determine the commitment, the style and proficiency, and an organization's health and safety management. A good safety culture includes effective, appropriate safety management systems; strong safety leadership & commitment from management; participation and involvement of the workforce; and organizational learning and continuous improvement. This paper will introduce the safety culture inspection standards and process in Korea Railway. The main purpose is to get a better understanding of safety culture and to develop measuring tool. First of all we developed the composition factor of safety culture and the question set. And we prepared the base of computerization of safety culture measurement by developing of evaluation standards and weighted value.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.44 no.3
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• pp.73-85
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• 2021

The construction industry is considered to be a fatal accident industry, accounting for 28.5% of the total industrial accidents in 2017, as the number of industrial accidents in the construction industry has steadily increased over the past decade. So it is necessary to consider introducing Resilience Engineering, which is actively applied to risky industries around the world, to drastically reduce construction accidents. Although Resilience Engineering, which has emerged as the next-generation safety management centered on Hollnagel since the 2000s, claims the importance of strengthening Resilience abilities considering organizational structure and culture, most studies focus only on developing evaluation indicators. The purpose of this study is to analyze the impact of an organization's safety culture on its Resilience abilities in the construction industry. Specifically, it conducted empirical analysis on the impact of safety culture consisting of 'communication, leadership and safety systems' on the Resilience abilities(responding ability, monitoring ability, learning ability, anticipating ability), and the mediation relationship between leadership, communication, and safety system. The survey was conducted on construction workers, and an empirical analysis was conducted on the final 154 responses using SPSS 25 and Smart PLS 3. The results showed that the safety system had a significant impact on all Resilience Abilities, and communication had a significant impact on the remaining three except for anticipating ability among Resilience Abilities. On the other hand, leadership has been shown to have a significant impact on anticipating ability only. In the verifying of the mediation relationship between leadership, communication and safety systems, it was found that leadership affects all Resilience abilities by means of safety systems, but communication can only affect responding ability. This study has practical significance in that it suggests the need for policy-level efforts to introduce and apply Resilience Engineering and then expanded the effective safety management assessment of the construction industry in the future. Moreover, the academic implications are important in that the study attempted to expand the academic scope for a paradigm shift in the future as the safety culture has identified its impact on the Resilience abilities.