This study is intended to look into the effects of employee's working environment on work loss and productivity in overseas construction sites of Korean construction companies. To achieve this, a survey was empirically carried out to overseas construction site experts. The results were as follows. The weight by 5 loss factors of overseas construction projects showed that project management environment was the highest, followed by construction company environment, owner environment, government support environment and entry country environment, which the biggest work loss factor was the project management section. The weight by loss factors of entry country environment showed that local environment was highest, followed by social environment, economical environment, political environment and cultural environment. In other words, awareness and management of weak social bases, which are not well-institutionalized as properties of most preferred loss, are important in that local environment of new entry countries is the most important thing. As for the above-mentioned findings, the most important project management of overseas construction projects will need to take advantage and have know-how for construction companies' ability to cope with a crisis or the most preferred management and loss prevention of owner environment, government support environment and entry country environment.

Purpose: The purpose of this study was to examine the differential effect of workforce diversity on employee productivity and its subsequent impact on customer experience. Research design, data and methodology: A once-off cross-sectional research design was used in this study where the Zimbabwean civil service was targeted. Randomization was used to collect 324 validated responses. The study focused on both primary (age and gender) and secondary (education and political affiliation) dimensions of workforce diversity. Results: The results were confirmatory that workforce diversity is a significant predictor of employee productivity (β = 0.668, P < 0.05), at the same time employee productivity holds explanation to customer experience by 37%. Results also revealed that gender diversity, educational diversity and political diversity were significant determinants of workforce diversity (P < 0.05). However, the study established that age diversity was not a significant factor in enhancing employee productivity (P > 0.05). Conclusions: The study concluded that workforce diversity is a powerful tool in enhancing both customer experience and employee productivity. As such, the latter can be augmented through shrewd workforce diversity practices as championed by management. To that end, the study recommends the development of a workforce diversity framework which promotes inclusivity.