• Korean Journal of Social Welfare
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• v.63 no.2
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• pp.81-107
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• 2011

The purpose of the study is to examine the effect of error management culture and psychological capital on job satisfaction and organizational commitment from social workers. This study was focused on the relationship between error management culture, psychological capital and job satisfaction and organizational commitment, controlled organizational fairness. The data was collected from social workers in Seoul, Kyunggi areas using stratified sampling method. A total of 564 social workers and 89 human service organizations were finally used for multilevel analysis. The survey had conducted for 18 days, from October 27 to November 13 in 2009 by mail. The major finding of this study are as follows. First, interaction effect between error management culture and psychological capital was significant job satisfaction and organizational commitment in positive direction. Second, main effect of error management culture in human service organizations was positively significant job satisfaction and organizational commitment on social workers. So it was important to enhance the level of error management culture in order to increase the job satisfaction and organizational commitment. Third, main effect of psychological capital on social workers was positively significant job satisfaction and organizational commitment. According to the results of this study, it was suggested the theoretical and practical implications for increasing and strengthen the error management culture and psychological capital.

• Journal of the Korea Safety Management & Science
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• v.16 no.4
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• pp.91-99
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• 2014

This study highlights the theme of human error of train drivers, conducting empirical analysis on the relationship between organizational culture, safety climates, safety behavior, and accident. The empirical test results based on questionnaires received from 223 train drivers working at A subway firm indicated that relationship conflict and psychological reward as the elements of organizational culture variables showed a significant positive effect on CEO philosophy, communication, and boss's leadership. And only boss's leadership showed a positive influence on safety behavior, which in turn showed a significant negative relationship with accidents.

• Korean Journal of Social Welfare
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• v.67 no.3
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• pp.83-105
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• 2015

This study has two objectives. First, it examines the relationship between organizational trust and error management culture. Second, it also examines the effect of social workers' perceived work value on the combined model by considering the unique characteristics of social work profession and social desirability. This study employs the stratified sampling method on social workers with more than two year work experiences in their current social service agencies that are located in Seoul and Kyungki province; finally it analyzes the responses from 564 social workers by using the method of multiple regression modeling. This study has the following results: (1) there is a causal relationship between social desirability and organizational trust perceived by social workers; (2) there is a positive causal relationship between social workers' perceived work value and organizational trust; and (3) there is also a positive causal relationship between factor structure of error management culture and organizational trust. This study discusses the theoretical and practical implications of the results.

• Management & Information Systems Review
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• v.33 no.5
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• pp.155-169
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• 2014

We meet many difficult challenges from many factors such as crime, natural disasters, social unrest, financial problems, employment, and so on. It therefore essential to cope with these negative stressful events to attain a state of personal well-being. Lately in the field of psychology and psychiatry, a concept called 'resilience' has received increasing attention. Resilience embodies the personal qualities that enable one to thrive in the face of adversity. Also it refers to the process of overcoming the negative effect of risk exposure, coping successfully with adversity, and avoiding the negative trajectories associated with risks. Resilience people were expected to do their innovative work behavior well. And SUS(supervisor support), COS(coworker support), OEMC(organizational error management culture) influence the relationship of resilience between Innovative Behavior. This study focused on three question. First, how is resilience relate to individual performance in the organization? And second, are there any moderate factors between resilience and individual performance. As the result of the hierarchical regression analysis, resilience indicates positive effects on IB and IB was predicted by interaction of resilience by SUS and OEMC. Findings in this study indicated that the level of SUS and OEMC should be considered in interpreting the resilience and Innovative Behavior.

• Journal of Korean Academy of Nursing
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• v.40 no.2
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• pp.172-181
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• 2010

Purpose: The purpose of this study was to examine the impact of strategies to promote reporting of errors on nurses' attitude to reporting errors, organizational culture related to patient safety, intention to report and reporting rate in hospital nurses. Methods: A nonequivalent control group non-synchronized design was used for this study. The program was developed and then administered to the experimental group for 12 weeks. Data were analyzed using descriptive analysis, $\chi^2$-test, t-test, and ANCOVA with the SPSS 12.0 program. Results: After the intervention, the experimental group showed significantly higher scores for nurses' attitude to reporting errors (experimental: 20.73 vs control: 20.52, F=5.483, p=.021) and reporting rate (experimental: 3.40 vs control: 1.33, F=1998.083, p<.001). There was no significant difference in some categories for organizational culture and intention to report. Conclusion: The study findings indicate that strategies that promote reporting of errors play an important role in producing positive attitudes to reporting errors and improving behavior of reporting. Further advanced strategies for reporting errors that can lead to improved patient safety should be developed and applied in a broad range of hospitals.

• Quality Improvement in Health Care
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• v.17 no.1
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• pp.89-105
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• 2011

Background : The purpose of study in to grasp the level of perception of hospital workers on the patient safety culture, consider the difference in perception of patients safety culture according to medical service and finally find out a way to establish patient safety culture in hospital. Methods : As for the data, the analysis on frequency, t-test, ANOVA and tukey test were carried out by using SPSS 12.0. Result : The results of comparison among the positive response ratios on the patients culture of hospital workers showed that the subjects had perceived the teamwork within units most positively(74.1%), and perceived most negatively on the non-punitive response to error(16.2%)and the staffing(26.2%). 68.6% of subjects answered that the medical error were mostly of always reported. when daytime working hours are longer, perception of patient safety culture ranked low. In general, departments for direct medical service than departments for indirect medical service assessed patient safety culture high. Conclusion : Organizational learning and teamwork within units, communication openness, active support of hospital management for patient safety, and cooperation across the units would be crucial to promote the overall perceptions of patients safety of hospital workers and the level of patients safety in the units and to improve the quality of the event reporting system.

• Journal of Korean Clinical Nursing Research
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• v.27 no.1
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• pp.12-22
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• 2021

Purpose: The purpose of this study is to identify the effects of organizational commitment (OC) and perceived patient safety culture (PPSC) on patient safety nursing activities (PSNA) among nurses in comprehensive nursing care units. Methods: Participants were 173 nurses working at five general hospitals in Chungcheong area. Data were analyzed using descriptive statistics, 𝑥² test, t-test, ANOVA, Pearson's correlation coefficient, and multiple regression analysis with SPSS/WIN 23.0 programs. Results: The mean scores of the OC and PPSC were 3.28±0.50 and 3.85±0.35, respectively. The mean score of PSNA was 4.55±0.41, and PSNA was significantly different by the experience of participating in hospital's safety culture campaigns (t=2.70, p=.008). The results of the multiple regression analysis showed that 'patient safety knowledge and attitudes' (β=.27, p=.006) and 'unpunished environment to error' (β=.22, p=.004) as the sub-categories of PPSC were affecting factors on PSNA with an explanatory power of 26.0% (F=6.40, p<.001). Conclusion: The results of this study suggest that in order to promote PSNA among nurses in comprehensive nursing care units, it is necessary to develop a program to enhance patient safety-related knowledge and attitudes. In addition, the hospital's organizational efforts such as operating safety campaigns and creating an unpunished environment to error should be needed.

• Health Policy and Management
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• v.15 no.4
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• pp.110-135
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• 2005

The objectives of this study were (1) to describe doctors' perception and attitudes toward patient safety culture and medical error reporting in their working unit and hospitals, (2) to examine whether these perception and attitudes differ by doctors' characteristics, such as sex, position, and specialties, and (3) to understand the relationship between overall perception of patient safety in their working unit and each sub domain of patient safety culture. A survey was conducted with 135 doctors working in a university hospital in Korea. After descriptive analyses and chi-square tests of subgroup differences, a multivariate-regression of overall perception of patient safety in their unit with sub-domains of patient safety culture was conducted. Overall, a significant proportion of doctors expressed negative perception of their working units' patient safety culture, many reporting potentials for patient safety problems to occur in their unit. They also negatively viewed their hospital leadership's commitment on patient safety. Regarding the patient safety in their working unit, doctors were most worried about staffing level and observance of safety procedures. Most doctors did not know how and which medical error to report. They also perceived that medical errors would work against them personally and penalize them. About 22 percent of respondents believed that even seriously harmful medical errors were not reported.

• Journal of Korean Academy of Nursing Administration
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• v.13 no.3
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• pp.321-334
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• 2007

Purpose: The objectives of this study were to understand and compare perception and experience between clinical staffs(nurses and pharmacists) and Quality Improvement managers. Method: A qualitative study was conducted with 14 clinical staffs and QI managers who are working at tertiary hospitals in Korea. Interviews were recorded and transcribed for systematic analyses of qualitative data. Results: Most critically, while QI managers acknowledged that establishment of the patient safety culture and reduction of medical errors are urgent tasks for QI effort, clinical staffs don't seem to share such perceptions. All participants agree that staff shortage and no compliance to safety procedures were major reasons for medical error occurrences. Many suggested that an organizational culture where errors were perceived as a systematic problems rather than individual failures or carelessness should be formed to promote voluntary reporting of medical errors. Conclusion: A more systematic effort and attention at the hospital leadership and public policy level should be promoted to constitute societal consensus on the urgence of promoting patient safety culture and more specific approaches to tackle the patient safety problems.

• Journal of the Korea Safety Management & Science
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• v.16 no.2
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• pp.19-29
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• 2014

Korean societal concern for the train accidents is fast and widely increasing with an ever-increasing demand and use for KTX. Most of these train accidents are inclined to be caused by human error. Experts used to attribute the causes of human error to the defects in various aspects such as technology, organizational system, practices, corporate culture, and/or human resource itself. Among the diverse causes of human error, an important one, even though it was rarely focused, may be the issue of impact of rule or procedure change on human error. Giving attention to the implicit importance of this issue, this study intends to highlight the theme of frequent procedure change in railway driving manual as a critical factor of human error. To attain this purpose mentioned above, dual methodologies were adopted. One is to qualitatively analyze the real cases of procedure change in relevant manuals followed by the incident case(passing the station scheduled to stop) happened lately. Another is to quantitatively perform statistical analysis based on questionnaires received from 224 train drivers. Results show that frequent changes in internal affairs procedure is or may be an important factor causing stress and human error from train drivers.