• The Journal of Asian Finance, Economics and Business
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• v.8 no.12
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• pp.541-551
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• 2021

One of the most important aspects of any firm is to motivate its employees to go the extra mile. In order to do work properly, people must be motivated. The total effectiveness and efficiency of workers, as well as a company's performance, is directly related to the degree of motivation of those who work there. On the other hand, demotivated personnel do not put much effort and, when they get a better opportunity, leave their places of employment. For Survey, this study used online Google forms to collect data from September 2021 to October 2021. The target demographic for the research was those who worked for Lebanon's private businesses. The poll was conducted in English, the second language of Lebanon. Furthermore, 179 workers (N = 179) were utilized for this research. The research suggests that fun events and support for fun managers enable workers to connect informally and help people know each other better, creating an environment that promotes friendship building. Based on these connected reasons, fun activities and the support of managers for fun are considerably linked to turnover.

• Culinary science and hospitality research
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• v.23 no.2
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• pp.23-34
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• 2017

The current study aims to demonstrate the causal relationships of supervisory support, workplace fun, job satisfaction and customer orientation of Y Generational service provider in the Korean hotel industry. In order to achieve the study purpose, the data were collected from 284 hotel employees who were born from 1981 to 2000, which is considered as Generation Y. To analyze the data, frequency, correlation, regression, PROCESS Macro and confirmatory factor analysis were undertaken using SPSS and AMOS version 18.0. The results show as follows: First, factor of workplace fun had a positive influence on job satisfaction and customer orientation. Second, factor of supervisory support had a positive influence on job satisfaction but its effect on the customer orientation was not significant. Third, job satisfaction had a significantly positive effect on customer orientation. Lastly, job satisfaction was revealed as a significant mediator between dependent variables(supervisory support and workplace fun) and customer orientation. Eventually, this study found that the more workplace fun and job satisfaction employees have, the higher customer orientation they show. Supervisory support was revealed as an indirect factor to enhance customer orientation through job satisfaction.

• Korean Institute of Interior Design Journal
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• v.18 no.3
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• pp.84-92
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• 2009

Sociological, technical, and organizational changes have affected the culture of business in many ways. These changes are now encouraging new concepts in the workplace environment such as emotional approaches for a more creative and humanistic workplace let alone enhancing image of the company. The aim of this study is to understand current situations of common office areas and serve as a stepping stone for designing more creative and stimulating work environments. The study first examines concepts of new office designs in our modem society, then defines categories such as territorial fuzziness, eco-friendly, fun and play. Secondly, by using content analysis as research tool the researchers have investigated how the conceptual categories and detailed design presentation methods are shown in workplace designs in Korea. Scope of study is limited to 39 office design projects from 2002-2008 presented in the Korean monthly magazine 'Interiors'. As results. territorial fuzziness was found to be most popular method while play the least. For application wise, meeting rooms, rest area and hallways were places where these concepts appear the most. Even though, these new approaches in office designs can be found in our domestic offices, still more experimental and active approach seems to be needed.

• 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.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.10
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• pp.317-326
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• 2021

The crowdsourcing system relies heavily on the number of crowd participation on the platform to ensure the platform's success. However, exploring factors that motivate the crowds to sustain on the platform remains unclear, and very little literature was found on this matter. Lately, the COVID-19 pandemic has affected the world, including Malaysia. Due to the pandemic, many people have lost their jobs, and hence, most of them have shifted to digital work. Hence, to understand the motivation for continuous participation on the online crowdsourcing platform among low-income crowd workers (B40) in Malaysia, this paper explores the intrinsic and extrinsic motivations for continuous participation. A qualitative method interview was performed where 14 active participants of Upwork.com, under the GLOW program, took part during the data collection process. This paper used the thematic analysis method to extract the data collected from this study. The finding of this study identified eight intrinsic motivation factors: (1) personal development, (2) pastime, (3) fun, (4) passion, (5) task identity, (6) time-workplace flexibility, (7) altruistic, and (8) peers' success and four extrinsic factors: (1) monetary, (2) job security, (3) personal commitment, and (4) environment.

• The Journal of the Korea Contents Association
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• v.21 no.9
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• pp.666-683
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• 2021

Organizational humor is generally perceived as a phenomenon that helps to develop happy feelings and positive workspace. While humor may affect organizational members in diverse ways, the ambiguous nature of humor may create uncertainty and unexpected outcomes. In particular, humor used by and between organizational members in diverse organizational situations (including physical office context and work hours) may influence individual's perception of space. Findings suggest that humor interaction acts as a form of deviant behavior that diverts from work. This momentary non-work event (humor) may serve as a ritual to influence individual's perception of space, from work to personal domain, and vice versa. The quality of interpersonal relationships between the communicators may also be influenced by humor. This shift in the nature of interaction (from work to non-work) may lead to blurring boundaries of work and work experiences. Therefore, organizational humor may provide insights into how workers interact, perceive, and manage work and personal space within organizational contexts.