Workplace mainly refers to the physical space created by the organization for employees to work. It is the responsibility of managers to create a warm workplace, and it is also the condition for many workers to work hard. In addition, the workplace also involves the maintenance condition of before and after the process of the protection of the rights and interests of workers - welfare facilities. These welfare facilities constitute another aspect of the material conditions to protect the work role of employees, and are of great significance to the quality and skills of workers, career stability, good organizational identity and loyalty, etc.

Work time mainly refers to the period of time specified by relevant laws that workers should spend in carrying out work-related tasks. In many cases, work time has become a basis for organization managers to regulate and restrict employees' behavior at work, a measure of the quality and quantity of their work, and also a basis for compensating and motivating employees. Taking working time as an important institutional arrangement and structural element in an organization is the basic regulation for the existence of an organization, the basic condition for its behavior, and the basic premise for its survival and development.

Work reward refers to the compensation that people receive in exchange for the work they have done. It includes not only remunerations in forms of wages and bonuses but also complimentary and honorary incentives, which are manifested as a reward for the efforts that people provide. In fact, work reward is a ruler, which not only measures a person's efforts in work, but also reflects a person's working ability and the recognition and recognition of his work performance by the organization leader and colleagues. Here, effort-reward balance is not only a fundamental right enjoyed by every worker in an organization, but also a basic condition for creating good working conditions.

Employee participation mainly refers to the process in which organizational members participate in organizational affairs and protect their own rights and interests through a series of interest articulation, integration and fulfillment within the organization, in which their organizational identification and satisfaction are constantly improved. In the meantime, a high level of organizational engagement enables employees to obtain a sense of “ownership” over their work and helps close the gap between the employer and employees in terms of thinking logics. Only through a “participative management” approach, can both parties perceive well-being, a sense of gain and safety, and can the working conditions within the organizations be optimized and can the quality be improved.