• Korean Journal of Occupational Health Nursing
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• v.30 no.3
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• pp.79-89
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• 2021

Purpose: This study aimed to confirm the mediating effect of work-life balance organizational culture in the relationship between work-life balance and quality of nursing service for clinical nurses. Methods: Participants included 224 nurses from four hospitals located in D city. Data was collected from 3 to 21 August 2020 using a self-report questionnaires. Descriptive statistics, t-test, one-way ANOVA, Scheffé test, and Pearson's correlation coefficient were used for analysis. The mediating effect was assessed by Baron and Kenny's three-step hierarchical regression analysis and bootstrapping methods. Results: There were significant relationships between work-life balance and work-life balance organizational culture (r=.45, p<.001), work-life balance and quality of nursing service (r=.18, p=.005), and work-life balance organizational culture and quality of nursing service (r=.34, p<.001). Also, work-life balance organizational culture (β=.32, p<.001) showed a total mediating effect on the relationship between work-life balance and quality of nursing service. Conclusion: The development and provision of programs that can improve the work-life balance and establish an organizational culture that supports it will help improve the quality of nursing services.

• The Journal of the Korea Contents Association
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• v.16 no.8
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• pp.693-705
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• 2016

The purposes of this study were to develop work-life balance supportive organizational culture scale(WLB supportive organizational culture) and to verify it's validity. We reviewed comprehensive studies about work-life balance and organizational culture as well as scales related to them. We theoretically extracted some important factors of WLB organizational culture from reviews and then made 38 preliminary questions. 773 married workers in their 30s to 50s were responded to a questionnaire consisted of 38 preliminary questions and 9 variables(work-life balance, quality of life, job satisfaction, turnover etc) for criterion related validity verification. As the results of factor analysis such as EFA and CFA, we could confirm five factors including WLB organizational management, WLB supportive supervisors, empathetic communication with coworkers, coworkers' material support to WLB and accessibility to WLB programs. Second, correlation analyses were performed to investigate the validation of this scale. In result, it was revealed that the WLB supportive organizational culture scale was highly correlated with other family supportive organizational culture measures as well as dependent variables such as work-life balance, quality of life, job satisfaction, turnover. We expect this study contribute to improve the quality of studies about work-life balance and organizational culture.

• The Journal of the Korea Contents Association
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• v.21 no.3
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• pp.505-517
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• 2021

Lots of studies have been conducted on work-life balance in various fields. In particular, while a plethora of studies on the work-life balance have focused mainly on organizational culture and work performance, research to investigate the impact of work-life balance on employees' organizational commitment is scarce. This study aims to empirically analyze how work-life balance of employees affects organizational commitment and mediation effects of job satisfaction on the relationships through a survey of 463 employees working in small and medium-sized enterprises, public institutions, and conglomerates in the COVID-19 era. Also, it examines the impact of a smart work environment as a new way of working during the COVID-19 pandemic on job satisfaction and organizational commitment. The findings of the study are summarized as follows. First, work-life balance was shown to positively affect job satisfaction, and job satisfaction had a positive influence on emotional organizational commitment of employees. Second, job satisfaction was found to be completely mediated both in the relationship between work-life balance and organizational commitment and in the relationship between work-family balance and organizational commitment, and partially mediated in the relationship between work-growth balance and organizational commitment. Third, the smart work environment had a positive effect on job satisfaction and organizational commitment. The results of the study show that work and family, work and leisure, and work and growth balance are significantly important factors to improve employees' work attitudes in the changing work environment as a result of COVID-19. The present results suggest that the introduction of work-life balance and the smart work environment is required to increase organizational productivity.

• Journal of Family Resource Management and Policy Review
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• v.27 no.4
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• pp.49-62
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• 2023

In order to create an organizational culture that prevents women's career breaks and promotes economic activities, this study aimed at developing educational content for workplace culture improvement for both male and female workers working at small and medium-sized enterprises in Jeollanam-do. The core content composition and content design specifically consider the characteristics of Jeollanam-do based on an advisory meeting of the field experts and researchers to ensure the on-site utilization of the content and the validity and consistency of the teaching content. The educational content is divided into three areas: understanding, effectiveness, and the implementation of a gender-sensitive work-life balance organizational culture. The aim of the content is for all employees to understand the meaning of work-life balance and to improve the organizational culture of their company from the perspective of individuals, families, companies, and society. In particular, the intention was to personally identify and implement measures to improve a gender-equal work-life balance, not only at work, but also with regard to domestic labor and leisure time. Furthermore, the content is presented from a gender-sensitive perspective that encompasses diversity, systems, and programs targeting women, men, single people, married people, young people, the elderly, and people with disabilities - all these groups are explained as examples. The content emphasizes that we should all actively participate in improving the organizational culture of our companies. In addition, the Women's New Work Center should seek ways to increase the motivation for the voluntary participation by companies and strengthen the expertise of instructors in work-life balance education.

• Journal of Korean Academy of Nursing
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• v.45 no.6
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• pp.879-889
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• 2015

Purpose: The purpose of this study was to construct and test a structural equation model of quality of work life for clinical nurses based on Peterson and Wilson's Culture-Work-Health model (CWHM). Methods: A structured questionnaire was completed by 523 clinical nurses to analyze the relationships between concepts of CWHM-organizational culture, social support, employee health, organizational health, and quality of work life. Among these conceptual variables of CWHM, employee health was measured by perceived health status, and organizational health was measured by presenteeism. SPSS21.0 and AMOS 21.0 programs were used to analyze the efficiency of the hypothesized model and calculate the direct and indirect effects of factors affecting quality of work life among clinical nurses. Results: The goodness-of-fit statistics of the final modified hypothetical model are as follows: ${\chi}^2=586.03$, ${\chi}^2/df=4.19$, GFI=.89, AGFI=.85, CFI=.91, TLI=.90, NFI=.89, and RMSEA=.08. The results revealed that organizational culture, social support, organizational health, and employee health accounted for 69% of clinical nurses' quality of work life. Conclusion: The major findings of this study indicate that it is essential to create a positive organizational culture and provide adequate organizational support to maintain a balance between the health of clinical nurses and the organization. Further repeated and expanded studies are needed to explore the multidimensional aspects of clinical nurses' quality of work life in Korea, including various factors, such as work environment, work stress, and burnout.

• Journal of Family Resource Management and Policy Review
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• v.22 no.4
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• pp.33-60
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• 2018

This research was conducted to identify factors that affect work-life balance and happiness among married working couples with a double income. To this end, a survey was administered to 260 married working couples in the Seoul metropolitan region. The analysis of the survey responses using the SPSS (Ver. 21) program yielded several important results. First, the variables that significantly affected work-family balance included the number of family dinners eaten together, meaning of life, efforts to strike a work-life balance, and the availability of social institutions and policies that promote work-life balance. Variables that significantly affected work-leisure balance included meaning of life, number of family dinners eaten together, gender, and the availability of social institutions and policies that promote work-leisure balance. As for work-growth balance, significant variables included meaning of life, communication with colleagues, income, and meaning of work. Finally, variables that significantly affected happiness included meaning of life, income, communication with colleagues, and work-growth balance. Based on these results, follow-up research needs to be conducted on various groups to help determine the factors that will ensure their work-life balance and happiness.

• Journal of Family Resource Management and Policy Review
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• v.19 no.2
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• pp.51-74
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• 2015

This study aimed to identify differences in the level of work-life balance as well as the effect of independent variables, including family (sharing family work, support for working), organization (culture, support services and systems), and community variables (accessibility to and amount of work-life balance programs), on work-life balance in South Korea, Japan, and the U.K. For these purposes, data were collected from 311, 324, and 322 married, working women (from 30 to 50 years of age) from Korea, Japan, and the U.K., respectively. It was consistently shown that U.K. employees scored higher in work-life balance than Korean and Japanese employees. Compared with Japan and the U.K., Korean participants were significantly lower in terms of work-leisure balance and work-self-development balance. The regression analysis revealed that 'sharing family work with partner' was commonly important and a major factor in all three countries. A 'supportive organizational culture' predicted work-life balance for Korean and Japanese participants, while work-life balance programs had a powerful effect on work-life balance only for U.K. participants. In the case of community variables, there were no significant effects for U.K. participants with regard to work-life balance. In contrast, 'the amount of work-life balance programs offered' was shown to affect the work-life balance of Korean working women, while 'accessibility to the programs' was significantly influential in Japan. We interpret these results according to social, economic, political, and psychological factors.

• Journal of Information Technology Applications and Management
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• v.25 no.3
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• pp.55-66
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• 2018

Early smart-work of company K was a technology-led way of applying ICT such as smart phones and mobile devices to business. After company K perceived the limitations of ICT-driven smart work, it propelled the work-smart, doing a work smart toward the way that human beings become central and a creative organizational culture is engendered. Company K propelled work-smart strategy in eight categories: simplification of data requirements, establishment efficient meeting culture, streamlining reporting and approval process, simplified document creation, overtime decrease, spreading flexible work system, settlement of healing leave, creating work-smart place. Company K set up an organizational culture secretariat dedicated to work-smart promotion and selected task priorities in consideration of urgency and effectiveness. Owing to such efforts, the company K's work-smart index rose sharply to 72 points this year from 56 points in the previous year. At the organizational culture survey, employees responded that organizational culture improved in all area. For a better future, company K analyzed its work-smart outcomes and planned progressively to improve its work-smart efforts based on employees opinions. This case study will serve as a guideline, for companies to make efforts to going forward to today work-smart beyond yesterday smart-work.

• Journal of Families and Better Life
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• v.26 no.5
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• pp.27-37
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• 2008

The main objective of this study was to examine the effects of family-friendly culture in various organizations in the private sectors on employee self-reported work-family balance and qualities of lives. It also attempted to clarify whether employee perceived work-family culture would vary according to size and type of organization, gender, and dual career partnership. The data came from 365 married full-time workers employed in a wide variety of organizations located in Seoul and GyeongGi-Do. The major findings of this study were as follows: Work-family culture was perceived more family-friendly in large-sized organizations and consumer industries. Female employees and workers in dual-career partnerships perceived the work-family culture of their organizations less family-friendly. The hierarchical multiple regression analyses revealed that firm size, supervisory support for employees' family activities, and the perception of negative career development opportunities as a consequence of utilizing family-friendly policies significantly predicted employees' work-family balance and qualities of lives, while organizational time demands having no significant effects on them. The implications of study results were discussed.

• Korea Journal of Hospital Management
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• v.28 no.4
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• pp.47-61
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• 2023

Purpose: The purpose of this study was to identify the influential factors on job satisfaction among nursingassistants working in medical institutions. Methods: Small and medium-sized hospitals and general hospitals (S City, U City, N City), 11 Geriatric hospitals(S City, N City, U City, T City, I City), and 29 clinics (S City, I City, N City). Data was collected from 194employed nursing assistants from February 15 to April 15, 2021. The obtained data were analyzed usingdescriptive statistics, ANOVA, Scheffe's test, Pearson's correlation analysis, and hierarchical regression analysis. Results: We confirmed a positive correlation between job satisfaction and organizational commitment, andconducted a hierarchical multiple regression analysis using monthly income, work-life balance, organizational commitment, and work confidence as influencing factors for job satisfaction, and found that organizational commitment and work confidence were significant influencing factors for job satisfaction. Conclusion: To improve the job satisfaction of nursing assistants, it is necessary to improve their understanding of the organizational culture in the workplace and expand education and training opportunities to enhance their work confidence to induce long-term retention. In addition, it was suggested that clear job scope and adequatecompensation are necessary for efficient human resource management.