• Journal of Digital Convergence
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• v.10 no.1
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• pp.241-251
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• 2012

Despite the increasing importance that companies currently place on employee wellness, few studies have explored the impact of wellness on individual and team performance in the workplace. Drawing on the broaden-and-build theory, we hypothesize that wellness intention, wellness leadership, and wellness climate influence the performance of both individuals and teams. We tested our hypotheses using data collected from 495 employees of 81 teams in 11 Korean companies. Our analysis indicates that wellness leadership and wellness climate are meaningful interventions between perceived wellness and performance. Wellness intention did not impact perceived wellness. However, the interaction between wellness intention and wellness leadership impacted perceived wellness. Wellness climate negatively moderated the relationship between perceived wellness and performance.

• The Journal of the Korea Contents Association
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• v.18 no.3
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• pp.279-285
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• 2018

Recently, having many studies have reported that positive psychology in the workplace have a positive relation with performance, organizations have been trying to develop and main the positive psychology and emotion. The companies have started to support the systematic health promotion program which was considered the individual domains. Also, the company has emphasized the importance of leaders' health promotion behavior. Therefore, we have conducted the empirical analysis for the relationship between leaders' health promotion behavior perceived team performance. Additionally we have analyzed the moderating effect of team climate between leaders' health promotion behavior and perceived team performance. For this analysis, we have collected the 253 data from business people of IT manufacturing firm and did hierarchical regression analysis. As a result, wellness leadership showed the positive relations on perceived team performance. Team climate for the health promotion moderated between wellness leadership and perceived team performance. Finally. we have proposed the academic and practical implications in terms of business.

• Nutrition Research and Practice
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• v.4 no.2
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• pp.149-154
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• 2010

The purpose of this research was to determine barriers that prevent participation in an employee wellness program, Wellness Wednesdays: "Eat & Meet" About Healthy Living, conducted at East Carolina University (ECU) in Greenville, North Carolina. All ECU ARAMARK employees (n = 481) over the age of 18 were eligible to participate in the wellness program. Weekly 30 minute classes, taught by a Registered Dietitian, on various nutrition- and health-related topics were conducted for 10-weeks. Five question knowledge quizzes were administered to participants at the end of each class to determine the comprehension of material presented. Qualitative interviews (n = 19) were conducted with employees (participants and non-participants) and the program organizer after the completion of the 10-week program to identify barriers to program participation. A total of 50 (10.4% of the total number of potential participants) ECU ARAMARK employees, managers, and leadership team directors attended Wellness Wednesdays at least once during the 10-week program. Employees, on average, scored 71-100% on the weekly knowledge quizzes administered at the end of each class. The most common barriers to participation reported included (most often to least often reported): insufficient incentives, inconvenient locations, time limitations, not interested in topics presented, undefined reasons, schedule, marketing, health beliefs, and not interested in the program. Results showed that employee wellness programs can be effective in increasing knowledge of employees on nutrition- and health-related topics. However, program planning that addresses identified barriers including insufficient incentives, inconvenient locations, and time limitations may facilitate higher participation in future worksite wellness opportunities.

• International Journal of Advanced Culture Technology
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• v.10 no.2
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• pp.106-115
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• 2022

This study is to investigate factors that influence job performance of hair salon workers such as self-leadership, empowerment, and self-efficacy. Data were collected by distributing 450 questionnaires to hair salon workers in the S. Excluding the questionnaires with insufficient responses, 433 copies were used for analysis with SPSS 26.0 for Windows. The survey was conducted from March 21 to 27, 2022. As a result of the analysis, first, the self-leadership of hair salon workers was found to have an effect on job performance. Second, the empowerment of hair salon workers was also found to have an effect on job performance. Third, the self-efficacy of hair salon workers was found to have an important effect on job performance. This study is expected to contribute to the development of hair salon workers by identifying ways to maximize job performance and increasing customer satisfaction.

• The Journal of the Convergence on Culture Technology
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• v.8 no.2
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• pp.29-35
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• 2022

This study is to investigate the factors in which self-leadership and self-efficacy influence learning outcomes for beauty college students. The subjects of the study were 115 male and female college students in the first and second grades attending beauty colleges in the D region from November 22nd to December 1st, 2021, of which 100 copies were finally SPSS.WIN 24.0 program was used. First, it was verified that the self-leadership of beauty students had a direct effect on learning outcomes. Second, it was investigated that self-leadership and self-efficacy, which influence the learning outcomes of beauty students, had a very important effect. Third, it was found that the self-efficacy of beauty college students had a significant influence on learning outcomes.