• Journal of the Korean Dietetic Association
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• v.9 no.3
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• pp.248-258
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• 2003

This study was conducted to identify dietitians' position and role by assessing the present condition on management of human resources in contracted foodservice management company. Questionnaires were distributed to 79 contracted companies (eight large-size, 48 mid-size, 23 small-size companies) from March to May in 2002. Statistical analysis was performed with SPSSwin (version 8.0). The data were analyzed in group comparisons using frequencies and percentage for every item in the questionnaires, $x^2$-test, and oneway ANOVA. About eighty-five percent of contracted foodservice companies employed the new dietitians as full time employees, and seventy-five percent of them were promoted the dietitians by evaluation after a given period of time. As a starting payment for university graduates, large-size companies payed an average of 16,260,000 won/year, which was significantly higher (p<0.01) than those of mid-sized (11,320,000 won/year) and small-sized companies (11,620,000 won/year). The mean lengths of dietitians' service were 33.5 months in large-size companies, 26.5 months in mid-sized companies, 26.0 months in small-sized companies. It was less than 3 years in all companies (avg. 26.9 months). Fifty-four companies (68.4%) employed dietitians in each foodservice contract, whereas 25 companies didn't employ dietitians. The ratios of dietitians out of employees in each department of the companies were 42.6% in the department of contracted foodservice management, 19.9% in the department of menu development, 18.1% in the department of food safety, 8.7% in the department of distribution and purchase, 4.2% in the department of business, and 3.9% in the department of customer satisfaction. The dietitians' positions were directors in two companies (2.5%), general managers in two companies (2.5%), deputy managers in seven companies (8.9%), managers in twenty-nine companies (36.7%), assistant managers/chief clerks in twenty-four companies (30.4%), and chiefs in twenty-five companies (31.6%). The frequencies of training for dietitians were 6.2 times/year for the food safety training, 5.8 times/year for the cooking training, 4.8 times/year for nutrition-related training, and 4.7 times/year for service training.

• Journal of Nutrition and Health
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• v.38 no.2
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• pp.180-189
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• 2005

The purposes of this study were 1) to analyze the effect of the ERP quality (system quality, information quality, service quality) on the performance (end user satisfaction, user's performance, system utilization) of business, 2) to conduct the causal-effect analysis between outcome variables (user's satisfaction, user's performance, system utilization) of ERP in the contract foodservice management company. The questionnaires were distributed to 260 end users (dietitians, foodservice management managers) in charge of managing the institutional foodservice such as the office (government agencies, factories), schools (universities, middle and high school) and hospitals which were managed by contract foodservice management company 'C' in Seoul and Kyunggi. The surveys were performed from July 26, 2004 to July 30. 2004. Two hundred and fifty (250) questionnaires were responded (response rate: 96.2%). The statistical analysis was conducted using SPSS Win (11.5). And the descriptive analysis, factor analysis, reliability test, pearson correlation, simple and multiple regression analysis were performed. The results showed that among the 3 factors (system quality, information quality, service quality), the system quality and information quality were proved to have an effect on the user's satisfaction and user's performance significantly (p < .05). The influence of ERP quality (system quality, information quality, service quality) on system utilization were testified to be statistically significant (p < .05). The user's performance were affected significantly by system utilization (p < 0.001) and end user's satisfaction (p < 0.001). As a conclusion, to improve user satisfaction, which is the ultimate performance variable of an ERP system, high quality of an ERP system is the pre-requisite. And the user satisfaction and performance of business would be higher with the better quality ERP system. When constructing ERP system for the contract foodservice management company, we should improve system utilization and user satisfaction altogether so that user's performance could be ultimately enhanced and we should make efforts to enhance the quality level of ERP. (Korean J Nutrition 38(2): 180～189, 2005)

• The Korean Journal of Pharmacology
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• v.32 no.3
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• pp.323-334
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• 1996

Male Mongolian gerbils $(60{\sim}80g)$ were given DL-difluoromethylornithine (DFMO; 250mg/kg, ip) and methylglyoxal bis(guanylhydrazone) (MGBG; 50 mg/k, ip), respectively, 1 h prior to transient (7 min) occlusion of bilateral common carotid arteries (OBC7) and a daily dose of one of them for 6 days after recirculation, and the polyamine contents, activities of ornithine and S-adenosylmethionine decarboxylases (ODC and SAM-DC), and light microscopic findings of the hippocampus were evaluated. The hippocampal putrescine (PT) levels of the control gerbils treated with saline (STGr), markedly increased after OBC7, showing a peak level at 24 h after recirculation. The peak PT level was reduced in DFMO treated gerbils (DTCr) and in MGBG treated gerbils (MTGr). And 7 days after recirculation, the PT level of DTGr was decreased to about 75% of the PT level in the sham operated group (nonTGr) and to about 55% of the STGr level, respectively. The hippocampal spermidine (SD) level of STGr tended to decline, showing the lowest value at 8 h after recirculation. But the spermidine (SD) level of DTGr was somewhat higher at 8 h after OBC7 than those of STGr and MTGr The hippocampal spermine (SM) levels of all the experimental groups were little changed for 7 days after OBC. OBC7 markedly increased the hippocampal ODC activity. reaching a maximum (about 3 times higher than preischemic level) at 8 h and rapidly recovered to the control value by 24 h in STGr gerbils, and the OBC7-induced increase of ODC activity was significantly attenuated by DFMO or MGBG treatment. Whereas OBC7 induced a rapid decrease of the hippocampal SAMDC activity follwed by gradual recovery to the preischemic level, and the decrease of the SAMDC activity was slightly attenuated by DFMO or MGBG treatment. 7 Days after OBC7 the histological finding of the hippocampal complex stained with cresyl violet showed an extensive delayed neuronal damage in the CA1 region and to a lesser extent, in the dentate gyrus, sparing the CA3 region. And the neuronal death was aggevated by DFMO but significantly attenuated by MGBG. The immunochemical reactivity of hippocampus to anti-GFAP antibody was significantly increased in the CA1 region and to a lesser extent, in the dentate gyrus 7 days after OBC7, but was little changed in the CA3. And the increase of the anti-GFAP immunoreactivity was moderately enhanced by DFMO and significantly suppressed by MGBG. These results suggest that the polyamine metabolism may play a modulatory role in the ischemic brain damage.

• Korean Journal of Community Nutrition
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• v.9 no.4
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• pp.519-527
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• 2004

This study was designed firstly to measure the job satisfaction (JS) levels of personnel engaged in contract food-service management company (CFMC), secondly to compare the job satisfaction levels by personal and company-related characteristics, and thirdly to identify the effects of JS facets on overall job satisfaction. Of 1135 respondents, there were 712 employees in the headquarters and 423 in the branch office. From an analysis on job satisfaction, overall job satisfaction level was 3.22 out of a maximum 5 and the co-worker (3.71) facet of JS was the highest job satisfaction followed by supervision (3.32), work itself (3.26), working condition (3.15), promotion (2.95) and payroll (2.74). In comparison of job satisfaction by personal characteristics, the personnel who were male (p < .01), had associate degrees (p < .01) or long-term careers in foodservice field (p < .05), or were regular employees (p < .01) perceived significantly higher than others for overall JS. In comparison of the job satisfaction by company-related characteristics, overall JS was significant by company scale (p < .01) and by work place (p < .05), but it was not significant by operating group. Finally, on the regression analysis for the effects of JS facets on overall JS, adjusted R2 was 0.534 (p < .001) and all six JS facets, especially payroll, had a positive effect on overall JS significantly (p < .001). Considering that the goal of enterprise on profit-making through customer satisfaction (CS) and the role of personnel on CS at moment of thrust (MOT), the findings confirmed the necessity for continuous internal marketing and human relation management focusing on the lower level of JS facets.

• Applied Biological Chemistry
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• v.48 no.2
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• pp.132-139
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• 2005

The major obstacle in the popularization of Chungkookjang is the short shelf-life of $2{\sim}3$ months and some problems concerning storage including the growth of molds even in the products even within shelf-life. To solve these problems we conducted a research to improve its storage by using the vacuumed packaging and sanitary method through seed culture, innoculation and sterilization. For the optimization of storage time, temperature and sterilization temperature, we measured viable cell numbers of bacteria and fungi, amount of gas outbreak and contents of amino type nitrogen and monitored these experimental results by response surface methodology of SAS program, so that we could observe the quality changes of Chungkookjang during shelf-life. Especially fungi, which are the biggest troublemaker in Chungkookjang shelf-life, couldn't be detected from the generally and vacuum-packed samples; also, viable cell numbers were highly influenced by sterilization temperature and in vacuum-packed samples. In the case of vacuum-packed samples, amount of gas outbreak was highly influenced by sterilization temperature of its storage conditions and it was higher in generally packed samples as compared to vacuum-packed samples even at any storage conditions. The changes of pH in generally and vacuum-packed samples were highly influenced by the storage temperature. As the temperatures of storage and sterilization were higher and the storage time was longer, so the amount of gas outbreak was accordingly lower. These results showed that amino type nitrogen contents in generally and vacuum-packed samples were systematically influenced by the temperature, storage time and sterilization temperature. Also the result showed that the change of amino type nitrogen contents during storage was less in vacuum-packed samples than in general ones. Based on the above results, we can produce Chungkookjang products with extended shelf-life of as far as 6 months without any quality change using sanitary manufacturing method, vacuumed packaging condition, sterilization in $70^{\circ}C$ for 60 minutes and storage under $10^{\circ}C$ during shelf-life. According to this research, we have the possibility to greatly increase the goods value of Chungkookjang by developing the manufacture processing and packaging.

• Journal of Nutrition and Health
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• v.38 no.9
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• pp.765-776
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• 2005

The purposes of this study were to a) examine IC (intellectual capital) circumstance of CFMC (contract foodservice management company), b) identify the correlation between IC of CFMC, c) analyze the cause and effect of IC in the viewpoint of contractor, client, and customer. The questionnaires of IC measurement were handed out to 108 CfHCs, there composing of main office employees, foodservice managers, customers, and clients of 207 school, 38 hospital, and 86 business/industry foodservices. The statistical data analysis was completed using SPSS Win (ver 12.0) for descriptive analysis, correlation analysis, simple linear regression analysis. First, CFMCs had operational experience for an average of 8 years and 8 months, and served an average of 38,540 meals a day. Most of the respondent companies operated 'food supply/distribution($50\%$)', 'catering ($46.7\%$)', and restaurant business ($43.3\%$)' except for institutional foodservice and managed an average of 66 clients for the contract period of 2 years and 3 months. Second, there was positive correlation between $\ulcorner$sales of foodservice$\lrcorner$ and 'market ability', $\ulcorner$client satisfaction$\lrcorner$ and necessary intellectual capital for managing branch/chain foodservice office, and $\ulcorner$customer satisfaction$\lrcorner$ and $\ulcorner$renewal and development$\lrcorner$, 'market ability', 'infrastructure support for foodservice operation', 'employee satisfaction', respectively. Finally, the result of the cause and effect analysis on CFMCs, clients, and customers was positively influenced by 'client satisfaction' with 'customer satisfaction', 'infrastructure support for foodservice operation' and 'customer satisfaction' with 'employee satisfaction', and 'infrastructure support for foodservice operation'. In conclusion, if CFMCs were to perform a routine checkups by utilizing CFMC's IC measuring tool, improvements in CFMC operational capacities as well as foodservice quality can be noted. Additionally, CFMCS can satisfy their client-customer relationship by employing internal marketing thechniques for employee, a more efficient infrastructure support system, and construc tive infrastructure utilization. Therefore, CFMCs can show significant improvement in their sales and foodservice quali-ty though continuous maintenance of the client and customer satisfaction.

• Journal of Nutrition and Health
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• v.39 no.4
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• pp.417-425
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• 2006

The purpose of this study were to a) investigate operation of human resource in contract foodservice management company (CFMC), b) identify the staffing indices for the establishment an labor productivity for CFMC, and c) develop standardized model of staffing demand as foodservice's scale in CFMC. The data was collected using FS intra-net system from 138 contract-managed foodservice operations in A CFMC and statistical analysis was completed using the SAS/win package (ver. 8.0) for description analysis, ANOVA, Duncan multiple comparison, pearson correlation analysis, and regression analysis. The types of operation were included factory (45%), small scale operation (26%), office (11%), department store (10%), training institute (4%), and hospital (3%). The distribution of foodservice scale was classified by meal served was as follows; 'less than 500 meals (47%)', 'from 500 to 1500 meals (25%)', 'from 1500 to 2500 meals (17%)', and 'more than 2500 meals (12%)'. There was two types of contract method, fee-contract (53%) and profit-and-loss contract (46%) Some variables were significantly high operation indices such as selling price, food cost, monthly sales, net profit and others were significantly low operation indices such as labor, meal time a day in the small foodservice on meal scale (p<.001). The more foodservice was large, the more human resource was disposed on dietitian, cook, cooking employee altogether (p<.001). Foodservice in A CFMC was divided into 2 groups by 500 meals a day, according to comparative analysis of labor productivity as meal scale per working hour, meal scale a day and operation indices as meal per foodservice employee, meal per cooking employee (p<.001). The regression equation model was developed as 'the number of employees=1.82+0.014 ${\times}$ meal served' in the operation of less than 500 meals, 'the number of employees=9.42+0.013 ${\times}$ meal scale a day -0.94 ${\times}$ meal scale per working hour' in the operation over 500 meal scale using labor productivity indices and operation indices. Therefore, CFMC could be enhanced efficiency of human resource arrangement using the standardized model of staffing demand and would be increased effectiveness of profit.

• Journal of the Korean Dietetic Association
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• v.10 no.4
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• pp.467-475
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• 2004

The purposes of this exploratory study were to a) verify the first image remember percentage about foodservice and the desire to eat, b) identify detail attributes on the 'food taste' and 'menu variety', the most important problem of the foodservice, c) decide the ranking for improvement of the identified detail attributes, and d) applicate from customer feedback to foodservice operation in the B&I(business & industry) foodservice. For the more reliable result, customer opinion was collected by qualitative research methodology, such as open-ended questionnaire and in-depth interview. The result was followed as : the firstly, the operation circumstance was total 6,700 meal number a day through in-depth interview and 3 types of meal was served. The secondly, the average usage a week was the 7.4 times(B foodservice(B1F)) and the 1.8 times(A foodservice(3F)), respectively. Using reasons of foodservice were 'broad extent', 'menu type', 'shifting convenience' and etc on B foodservice(B1F) and 'menu type', 'clean space' and etc on A foodservice(3F), but the disadvantages of both foodservice were 'complication on peak time', 'the decline of food taste', and 'the absence of menu variety'. 'The decline of food taste' and 'the absence of menu variety' were pointed out the problem asked immediate improvement. The thirdly, it was examined that the first remember about foodservice were 'menu type' and 'foodservice environment' on A foodservice(3F) and 'foodservice environment(atmosphere)' on B foodservice(B1F). The last result, the detail attributes about food taste were ranked respectively 'a salt taste', 'balance of 5 taste at a meal', 'taste of food characteristic' and the unsatisfaction attributes about menu variety were ranked respectively 'serving frequently a same menu', 'the absence of various taste', 'using frequently a same cooking preparation'.

• Korean Journal of Community Nutrition
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• v.9 no.2
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• pp.233-240
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• 2004

This study was design to grope the suggestions leading synergic effects by bridging the gap between headquarters and branch office, and so to identify the infra-system of contract foodservice management company (CFMC) necessary for operating any kind of branch office including school, hospital and business and industry (B＆I). Among 8 categories consisted of infra-system in CFMC, 'C8. Evaluation ＆ analysis for branch office's operation' was the most important category in the headquarter's viewpoint, while 'C3. Sanitation management system' was the most important category in branch office's viewpoint. In support and application, 'C3. Sanitation management system' was the highest category in both headquarters and branch offices including school, hospital and B＆I. As a result of analysis on gap between main and branch office in importance, support and application in 8 categories, the efforts of communication and community of perception for infrastructure were needed, because 'C4. Education ＆ training for human resource management (HRM) system' and 'C8. Evaluation ＆ analysis for branch office's operation' in importance, 'C2. Menu management system', 'C4. Education ＆ training for HRM system', 'C6. Facility ＆ utility support system' and 'C8. Evaluation ＆ analysis for branch office's operation' in support had a gap. Correlation analysis to grasp the relation between importance of infra-system and headquarters' support or branch office's application showed that headquarters's importance and support were correlated positively in 'C3. Sanitation management system', 'C6. Facility ＆ utility support system', 'C7. Customer satisfaction management system' and 'C8. Evaluation ＆ analysis for branch office's operation' and branch office's importance and application were correlated positively in 'C1. Procurement ＆ food processing system', 'C5. Management Information system', 'C7. Customer satisfaction management system' and 'C8. Evaluation ＆ analysis for branch office's operation'. Lastly, 'C6. Facility ＆ utility support system' in the branch office of school and hospital and 'C2. Menu management system' in the branch office of B＆I were high in importance, low in support and application, therefore Intensive support for these categories was needed. In conclusion, continuous check and improvement for categories, which were identified as an urgent problems to be solved in this study, among infra-structure qualifying for CFMC, would enable contract foodservice industry that has grown quantitatively till now to grow qualitatively.

• Journal of Nutrition and Health
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• v.38 no.10
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• pp.880-894
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• 2005

The purposes of this study were to a) measure the IC identified of CFMC (contract foodservice management company) ,b) examine IC circumstance of CFMC, c) evaluate practically IC measurement tool of CFMC, and d) present information for selecting an adequate CFMC to clients. The questionnaires of IC measurement were handed out to 108 CFMCs, there composing of main office employees, foodservice managers, customers, and clients of 207 school,38 hospital, and 86 husiness/industry foodservices. The statistical data analysis was completed using SPSS Win (ver 12.0) for descriptive analysis, t-test, Mann-Whitney U test. First, CFMCs had operational experience for an average of 8 years and 8 months, and served an average of 38,540 meals a day. Most of the respondent companies specialized in the school foodservice field and managed an average of 66 clients for the contract period of 2 years and 3 months. Second, the respondent companies had gotten a score of 77.78 points for the total average, 77.7 points in the large enterprise group and 78.1 points in the small and medium-sized enterprise group. Therefore, the minimum number of points for the accrediting license on Qualification is suggested to be over 70 out of a 100 point scale; this study would be serve as reference for the certification license on qualification. On the level of evaluation category, the scores were 14.15 to 20 points on $\ulcorner$finance$\urcorner$, 19.24 to 25 points on $\ulcorner$customer$\urcorner$, 19.33 to 25 points on $\ulcorner$process$\urcorner$, 14.31 to 20 points on $\ulcorner$human resource$\urcorner$, and 8.6 to 10 point on $\ulcorner$renewal and development$\urcorner$ . $\ulcorner$Renewal and development$\urcorner$ and $\ulcorner$customer focus$\urcorner$ received better grades than other evaluation categories. Third, $\ulcorner$Finance$\urcorner$ indicated similar distribution overall. Small and medium-sized companies had lower grades than large companies on 'market ability' of $\ulcorner$customer$\urcorner$ , but, clients of small and medium-sized companies had higher grade for 'client satisfaction' than large companies. Most of the companies supported 'infrastructure support for foodservice operation' of $\ulcorner$process$\urcorner$ by the main office of CFMCs, but, the branch chain offices of CFMCs were not applied efficiently. Large companies made more effort to improve the 'employee ability' of $\ulcorner$human focus$\urcorner$ than small and medium-sized CFMC. The 'research and development cost' of $\ulcorner$renewal and development$\urcorner$ was increased compared to the previous year. In conclusion, if CFMCs were to perform self-evaluation and a routine checkups by utilizing CFMC's IC measuring tool, improvements in CFMC operational capacities as well as foodservice quality can be noted. (Korean J Nutrition 38(10)'880$\sim$894,2005)