• 대한영양사협회학술지
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• 제9권3호
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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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• 제38권2호
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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)

• 대한약리학회지
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• 제32권3호
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• pp.323-334
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• 1996

웅성 모래쥐의 양경동맥을 7분간 폐쇄하여(OBC7) 뇌의 허혈을 유발하여, 해마의 microdialysate내 polyamine 함량과 조직내 polyamine 생합성효소(ornithine decarboxylase: ODC와 S-adenosylmethionine decarboxylase: SAM-DC)의 활성도를 분석하고, 해마의 cresyl violet(CV) 염색과 glial fibrillary acidic protein(GFAP) 면역염색소견들을 관찰하여, 허혈성 해마의 신경손상과 polyamine대사의 연관성을 검토하였다. 1) OBC부하 후, 해마의 dialysate내 polyamine 변동에서, putrescine(PT)은 현저히 증가되었으나, spermidine과 spermine은 다소 감소되는 경향을 보였고, 이에 해마조직내 ODC활성의 현저한 상승과 SAM-DC활성도의 유의한 저학 동반되었다. 2) Difluoromethylornithine(DFMO)는 OBC에 의한 PT증가와 ODC활성도 상승을 유의하게 억제하였으나, methylglyoxal bis(guanylhydrazone)(MGBG)는 각각 다소 억제하는 경향을 보였다. 3) OBC부하 7일후에 관찰한 조직소견에서, 해마의 CA1 부위의 유의한 신경손상이 유도되었으나 CA3와 dentate gyrus 부위에는 미약한 손상만 보였으며, GFAP 양성반응도 CA1 부위에서만 유의한 증가를 보였다. 이같은 소견들은 DFMO에 의하여 크게 영향을 받지 않았으나 MGBG에 의하여 유의하게 억제되었다. 이상의 성적들은 해마 polyamine의 과도한 허혈성 증가가 허혈성 신경손상에 관여할 수 있으나, 한편으로 polyamine대사의 과도한 억제도 허혈성 신경손상을 악화시킬 수 있으며, 허혈성뇌손상에 대한 MGBG의 보호작용은 polyamine 대사보다는 다른 작용에 매개되는 것으로 사료된다. 가장 많았고 습진과 소양증이 각각 19.5%였다. 30대 환자군에서는 습진이 30.3%였고 소양증이 19.1%였다. 40대에서는 소양증이 28.8%였고 지루성 피부염이 16.0%였다. 50대에서는 습진이 26.7%였고 60세 이상의 그룹에서는 습진이 50.0%, 바이러스 질환과 소양증이 각각 15.0%였다. 이들 결과는 통계적으로 유의한 차이를 보였다($X^2\;=\;74.995^{**}$, p = .001, df : 40). 결론 : 상대적으로 50세 이상 연령충의 대상 환자 수가 많지 않은 원인은 여리 가지 분석이 가능할 것으로 생각된다. 연령에 따라 피부질환이 다른 양상을 보임을 고려할 때 노인층의 신체적, 경제적, 사회적 특성을 이해하고 이에 따른 효과적이고 사회-경제학적 부담을 최소할 수 있는 한방 치료 영역의 확대 및 개발이 필요할 것으로 사려된다.주식 및 후식의 선호도에 남녀 간에 차이를 보이고 있으므로 단체급식을 위한 식단 작성 시 이러한 차이를 고려할 필요가 있으며 대학생 및 성인을 대상으로 한 영양 교육을 실시할 때 이러한 차이를 고려한 신생활 교정프로그램을 작성할 필요가 있다고 사료된다.$은 대조군에 비해 발아에 의하여 세포독성 효과를 증가되었지만, MCF-7와 Caco-2에 대한 항암효과는 없음을 알 수 있었다.것으로 사료된다.높게 인식할수록 재방문의도 및 추천의도가 커지는 것을 알 수 있었다. 대학교 급식소 운영주체에 대한 소비자 인지도 조사결과 향후 대학교 급식소를 운영하는 위탁급식 전문업체의 경우 그들의 브랜드를 알리기 위한 홍보전략이 절실히 필요함을 알 수 있었으며, 최근고객감소로 인하여 다양한 급식운영 마케팅전략을 수립하고 있는 단체급식 운영자들은 재방문 및 추천의도의 선행요건이 급식서비스 품질에 대한 소비자의 인식임을 명심하여 가장 기본이 되는 급식서비스 품질수준을 향상시키기 위하여 노력하여야 할 것이다.

• 대한지역사회영양학회지
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• 제9권4호
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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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• 제48권2호
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• pp.132-139
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• 2005

청국장의 대중화에 있어서 가장 큰 걸림돌이 되고 있는 $2{\sim}3$개월의 짧은 유통기간과 유통기한 내의 제품에서 곰팡이가 번식하는 등 저장성 문제점들을 해결하고자 종균 배양 및 접종, 저온살균을 통한 위생적 제조/가공방법, 포장방법 개선 등의 연구를 수행하였다. 살균온도, 저장온도, 저장기간을 최적화하기 위한 각각의 조건에서 진균류, 생균수, 가스발생량, pH 및 아미노태 질소 등을 측정하고 SAS program의 반응표면분석법으로 monitoring하여 유통과정에서의 품질변화를 측정하였다. 진공포장과 일반포장 제품에서 진균류는 나타나지 않았으며 생균수는 진공포장과 일반포장 둘 다 살균온도에 따른 영향이 가장 큰 것으로 나타났다. 가스발생량에 대한 저장조건의 영향은 진공포장의 경우 살균온도에서 가장 큰 영향을 받았고, 일반포장이 진공포장보다 가스발생량이 훨씬 많았다. pH변화는 진공포장과 일반포장 모두 저장온도가 가장 큰 영향을 미치는 것으로 나타났다. 아미노태 질소 함량에는 진공포장과 일반포장 모두에서 저장온도, 저장기간, 살균온도의 순으로 영향을 미치는 것으로 나타났고 진공포장 한 것이 저장 중 아미노태 질소 함량 변화가 적었다. 진공포장 조건이 미생물에 의한 계속적인 분해 작용을 억제함을 알 수 있었다. 위 결과를 토대로 본 연구에서 종균배양 접종을 통한 위생적인 제조 방법으로 청국장을 제조하여, 진공포장하고, $70^{\circ}C$에서 60분간 살균하여, $10^{\circ}C$ 이하 저장조건에서 6개월 이상까지 저장이 가능한 제품을 생산할 수 있었으며, 제조 및 포장공정의 개선으로 청국장의 상품성을 크게 증가시키는 것이 가능할 것으로 사료된다.결정형태에는 크게 영향을 미치지 않으나 전분의 무정형 부분에 영향을 주어 쌀 전분의 팽윤력, 용해도 및 pasting property등의 물리화학적 성질에 변화를 주는 것으로 판단되었다.on 억제활성성분이 존재한다는 것을 시사한 것이다. 2004년과 같이 한발이 심한 해에는 이랑방향 $180^{\circ}$의 수량성이 대조구인 $120^{\circ}$보다 낮았으나 상대적으로 한발이 적은 2005년도에는 $180^{\circ}$가 대조구보다 높은 수량을 보였다.추출물은 87.15%의 높은 암세포 생육억제활성을 나타내었다. 동일 농도에서 발아 길이 5 mm인 시료의 경우 SNU-601에 대하여 85.33%의 억제효과를 보였다. 그러나 유방암세포인 MCF-7과 대장암세포인 Caco-2의 경우 최대농도의 시료를 첨가한 경우에도 세포증식을 억제하지 못하였다. 메밀의 발아 길이별 $IC_{50}$값을 살펴보면, Calu-6에서 발아 길이 5 mm 추출물에서 $301.06\;{\mu}g/mL$, SNU-601에서 2 mm 추출물이 $510.20\;{\mu}g/mL$로 탁월한 효과를 보였다. 즉, Calu-6와 SNU-601 세포주에 대한 $IC_{50}$은 대조군에 비해 발아에 의하여 세포독성 효과를 증가되었지만, MCF-7와 Caco-2에 대한 항암효과는 없음을 알 수 있었다.것으로 사료된다.높게 인식할수록 재방문의도 및 추천의도가 커지는 것을 알 수 있었다. 대학교 급식소 운영주체에 대한 소비자 인지도 조사결과 향후 대학교 급식소를 운영하는 위탁급식 전문업체의 경우 그들의 브랜드를 알리기 위한 홍보전략이

• Journal of Nutrition and Health
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• 제38권9호
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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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• 제39권4호
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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.

• 대한영양사협회학술지
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• 제10권4호
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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'.

• 대한지역사회영양학회지
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• 제9권2호
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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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• 제38권10호
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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)