This study examined the relative effects of education and eco-IVIS(in-vehicle information system) to reduce fuel consumption and greenhouse gas emissions. Also the study investigated the increasing of driving workload when drivers interact with intervention technique. Thirty participants randomly assigned into two groups(training and eco-IVIS) and conducted driving before and after the each intervention technique. While driving, we observed three driving behaviors: Frequency of excessive RPM, percent of speeding, and mean fuel efficiency. Also the Driver Activity Load Index was used to rate participants' subjective ratings of driving workload. Although the results showed positive impact of both education and eco-IVIS to increasing the eco-driving behaviors, eco-IVIS was more effective than education. However, we found comparable level of driving workload in the education and eco-IVIS.
Abstract : The purpose of this study was to examine the effects of goal-setting on Eco-driving behaviors. An additional purpose was to examine whether setting goals on target behaviors had spread effects on non-target eco-driving beha-viors. Three office workers who drive regularly participated in this study. An AB multiple baseline design was adopted. After baseline (A), participants set goals on two or three target behaviors(e.g., over speeding, put the gears in neutral, extreme acceleration) (B). Results showed that goal-setting was effective in increasing the targeted eco-driving beha-viors. In addition, most of the non-target eco-driving behaviors(e.g., extreme break, extreme acceleration) increased. Key Words : eco-driving, goal-setting, spread effect 1. 서 론 * 한국 도로교통공단 1) 에 의하면 국내 자동차 보급 현황은 1981년 이후로 꾸준히 증가하고 있으며, 2008년 국내에 등록된 자동차 수는 16,794,219대로 전 인구의 약 1/3이 자동차를 보유하고 있는 것으로 나타났다. 자동차의 증가로 인하여 생활의 윤택함과 경제의 활성화를 촉진시켰으나, 그로 인하여 에너지 고갈, 환경오염, 교통사고 등과 같은 여러 가지 사회적 문제 또한 발생하고 있다 .이러한 문제를 줄이기 위해 2000년대부터 일본과 유럽을 중심으로 에코 드라이빙 (eco-driving) 운동이 시작되었으며, 전 세계적으로 확대되고 있는 추세이다
This study examined how work productivity was affected by the way in which individual monetary incentives were related to performance. Two types of relationships, or performance pay functions, were compared: a linear function in which a specific per piece incentive was provided for each piece completed in excess of a performance standard and an exponential function in which the amount of the per piece incentive accelerated as productivity increased. Forty college subjects were randomly assigned to one of the two pay conditions. Each subject participated in 15 forty-five minute sessions. Subjects performed a computerized work task that simulated the job of a proof operator at a bank, entering the cash values of simulated bank checks using a computer keyboard. The dependent variable was the number of correctly complcted checks. Productivity was comparable for subjects exposed to the linear and exponential performance pay functions, even though subjects exposed to the exponential function earned significantly more money than the subjects exposed to the linear function. The results suggest that, within certain parameters that have yet to be determined, differences in the way in which monetary incentives are related to performance may not differentially affect performance.
Despite the recognized significance of risk perception and safety interventions in the job environments of frontline workers in the manufacturing industry, there remains a lack of understanding. To address this gap, this study developed a micro-level job demands-resource model and examined the mediating effect of affective risk perception on the relationship between cognitive risk perception and constructive voice behavior among 350 workers in a Korean household appliance manufacturing factory. Also, the moderating effect of safety leadership was investigated. The key findings revealed that affective risk perception fully mediated the influence of cognitive risk perception, inhibiting constructive voice behavior. Surprisingly, the negative impact of affective risk perception on constructive voice behavior is exacerbated by positive safety leadership. In conclusion, this study sheds light on the detrimental effects of perceived risk and managerial safety emphasis on employees
This study proposed and examined a model in which perceived organizational support and leader-member exchange are linked to safety communication safety commitment, and accidents. In addition, a moderating effect of role overload in the relationship between safety communication and safety commitment and that of performance monitoring in the relationship between safety commitment to accidents. Data were collected from 193 workers in a railroad company. The results indicated that the goodness of fitness of the proposed model was acceptable. More specifically, both perceived organizational support and leader-member exchange were significantly related to safety communication and safety communication was, in turn, significantly related to safety commitment which was ultimately related to accidents. Also, the moderating effects of both role overload and performance monitoring were found. Implications of these findings for safety and the possible roles of variables in the organizational level are discussed.
This study examined the effects of safety-aisle on the safety climate, safety leadership, safety behavior, work loading and perceived accident risk in the small sawmilling industry. We distributed a questionnaire that measured various demographic variables, safety related variables by mail to 200 sawmilling companies. Finally 59 managers' and 129 workers' questionnaires were used for data analysis. An independent t-test was conducted to identify significant mean differences of safety related variables between safety-aisle installed and non-installed companies. Results indicated that mean differences of safety climate and safety behavior between safety-aisle installed and non-installed companies were significant. However, mean differences of safety leadership, work loading and perceived risk were not significant at the p < .05 level. Based on these results, the implications of this study and suggestions for future research were discussed.
최근 많은 기업들이 팀제를 활용하고 있지만 팀의 업무 수행 향상에 효과적이고 효율적인 피드백 제공방법에 대한 연구는 부족한 상황이다. 이에 본 연구의 목적은 팀 수행 상황에서 개인 피드백과 집단 피드백이 과업 수행의 양과 질에 미치는 효과를 비교하는 것이었다. 실험 과제는 영어 문서를 컴퓨터에 입력하는 것이었고 수행의 양은 입력된 단어의 수로, 수행의 질은 올바르게 입력된 단어의 비율로 측정되었다. 혼합설계(mixed design)가 적용되었고 총 48명의 참가자들은 개인과 집단 피드백 집단에 무선적으로 할당되었다. 각 팀은 3명으로 구성되었고 총 4회기 동안 함께 과제를 수행하였다. 개인피드백 조건에서는 각 참가자에게 개인의 수행에 대한 정보만 제공되었고, 집단 피드백 조건에서는 팀의 전체 수행 합에 대한 정보만을 제공하였다. 참가자들의 타이핑 속도를 통제한 공변량 분석결과, 두 가지 피드백 모두 수행의 양을 증가시키는 데 효과적이었지만, 효과크기는 집단 피드백이 더 높았다. 수행의 질에 있어서는 집단 피드백 조건에서만 올바르게 입력한 비율이 유의미하게 증가하였다. 따라서 개인 피드백 보다는 집단 피드백이 과업 수행 증가에 좀 더 효과적, 효율적이라고 할 수 있다. 하지만 본 연구결과는 기존의 연구결과와는 상반된 결과로 일반화하기 위해서는 더 많은 관련 연구가 필요하다. 특히 후속연구에서는 문화 차이, 과제 종류에 대한 고려가 필요하다. Recently, many organizations are utilizing the team system. However, researches on a technique for efficient and effective feedback to improve a team performance is few. This study compared the relative effects of individual and group feedback on the quantity and quality of work performance. The task was to type English documents on a PC computer and both the number of words typed (quantity) and the percentage of correctly typed words (quality) were measured. Mixed design was adopted and 48 participants were randomly assigned to either individual or group feedback condition. Each group consisted of three participants and completed four sessions together. Under the individual feedback condition, each participant was provided with information on his/her own work performance, while under the group feedback condition, three participants were provided with information on their total work performance. Results showed that both feedback were effective to increase the quantity of performance. However, the effect size of treatment was more high under the group feedback than individual feedback. In addition, the accuracy of typed words was significantly improved only under the group feedback condition. Therefore, the group feedback was more effective and efficient than individual feedback to increase team performance. However, more studies are needed to generalize these results, especially, it is necessary to consider the cultural differences and type of task in the future studies.
This study compared the effects of different frequencies of self-monitoring on safe sitting postures. Participants were four office workers. The dependent variable was the safety percentage for four body positions. The independent variable was self-monitoring frequency: high and low self-monitoring frequencies. Results showed that the safety percentage increased when self-monitoring was introduced. However, the effects of the two different self-monitoring frequencies on safe performance were not statistically different.
The purpose of this study was to examine the effects of organizational commitment on safety behavior and to explore moderating effect of safety climate between organizational commitment and safety behaviors. 215 workers were asked to respond to the questionnaires that measured various demographic variables, organizational commitment, safety climate and safety behaviors. A hierarchical regression was conducted to identify variables that had significant relationships with safety behaviors and to examine moderating effect of safety climate between organizational commitment and safety behaviors. Results indicated that the emotional commitment significantly predicted both safety compliance and participation behavior and the normative commitment significantly predicted safety compliance behavior. It was found that the safety climate was also a significant predictor for both safety compliance and participation behavior. In addition, safety climate had a moderating effect on the relation between emotional commitment and safety compliance behavior and normative commitment and safety compliance and participation behavior. Based on these results, the implications of this study and suggestions for future research were discussed.
This study compared the effects of accurate (i.e., contingent) and inaccurate (i.e., non-contingent) feedback on work performance under two different work conditions. Under one work condition, participants could clearly see the outcome of their performance (i.e., visible condition). Under the other condition, they could not clearly see the outcome of their performance (i.e., non-visible condition). One hundred and twenty participants were randomly assigned to four experimental conditions (i.e., accurate/visible, inaccurate/visible, accurate/non-visible, and inaccurate/non-visible) and asked to perform a simulated work task. The results indicated that inaccurate feedback was as effective as accurate feedback under the non-visible condition, but inaccurate feedback was less effective than accurate feedback under the visible condition.
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