• Land and Housing Review
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• v.9 no.1
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• pp.11-18
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• 2018

This study aims to empirically verify the impacts of job autonomy, job feedback and job manualization on the job satisfaction of the non-regular employees in a public corporation. For the empirical analysis, 163 non-regular employees(valid respondents) have been surveyed who are working in a public corporation. And the multiple regression analysis was used to statistically test the research hypotheses. The independent variables are 'job autonomy', 'job feedback', and 'job manualization'. The dependent variable is 'job satisfaction'. The results are as follows. The effects of 'job autonomy → job satisfaction(β=0.182, t=2.664, p<0.01)', 'job feedback → job satisfaction(β=0.208, t=2.927, p<0.01)' and 'job manualization → job satisfaction(β=0.397, t=5.785, p<0.01)' are all shown positive. Therefore, all the proposed hypotheses are accepted. From this result, we can get some lessons for the organizational management especially for the non-regular employees' job satisfaction. If you recognize that the non-regular workers are also valuable human resources for the company, it can be expected that strengthening the internal motivation of the employees through job enrichment such as autonomy, feedback, and manualization can positively influence the effectiveness of the organization.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.4
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• pp.1532-1540
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• 2012

The development and operation of brand programs can help regional Culture & Art Centers provide sustainable contents to local citizens. The study of domestic and foreign examples shows that successful, competitive brand programs share common characteristics: interactive features; systematization and manualization of programs and unique, individual, universal themes.