• 한국식품조리과학회지
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• 제23권3호통권99호
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• pp.401-408
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• 2007

The purpose of this study was to identify the impacts of brand and organizational identification on job satisfaction among kitchen and F & B employees of deluxe hotels. Questionnaires were distributed to 460 employees in the food and beverage departments of 11 deluxe hotels in Seoul. A total of 398 questionnaires were used for analysis (86.5%). Statistical analyses were completed using SPSS Win (12.0) to perform descriptive analysis, reliability analysis, t-tests and ANOVA. The results of the study showed that brand identification was higher with F & B employees than kitchen employees (p<0.01), and was also higher for employees of international brand hotels than local brand hotels (p<0.05). Further analyses revealed that brand identification affected organizational identification, and both types of identification, especially brand identification, had strong impacts on job satisfaction. In conclusion, employee brand identification should be recognized as one of the most important factors of human resource management in the foodservice industry.

• 한국식품조리과학회지
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• 제31권5호
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• pp.635-641
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• 2015

This study considers the influence of the job satisfaction of employees at deluxe hotels and family restaurants on turnover intent, and seeks to analyze the moderating effects of company type (deluxe hotel and family restaurant) on the relationship between job dissatisfaction and turnover intent. Based on a total of 408 employees, this study reviewed the reliability and validity of the results obtained from empirical research using the Amos program. The hypothesized relationships in the model were tested simultaneously using structural equation modeling (SEM). The major findings are as follows. Job dissatisfaction was separated into five factors: the work itself, promotion, pay and benefits, supervision, and co-workers. The empirical results indicate that job dissatisfaction positively influences the turnover intent of employees. More specifically, the work itself (${\beta}=0.346$, p<0.001), and supervision (${\beta}=0.281$, p<0.001) significantly affects employees' turnover intent, whereas promotion, pay and benefits, and co-workers did not. Therefore, the turnover intent of employees at hotels and family restaurants decreased when they were motivated by strategies related to job dissatisfaction. In addition, the findings demonstrated that the company type moderated the effect of job dissatisfaction (e.g., co-worker) on turnover intent. Limitations and future research directions are also discussed.

• 한국조리학회지
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• 제19권2호
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• pp.111-129
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• 2013

본 연구에서는 호텔 종사원의 직무스트레스와 소진, 반생산적 행동과의 유기적인 인과관계를 고찰하였으며, 이러한 인과관계에서 종사원의 조절초점에 따른 조절효과를 추가적으로 검증하였다. 서울지역 특급 호텔 종사원 362명을 대상으로한 표본을 바탕으로 분석하였으며, 연구결과, 종사원의 직무스트레스는 소진에 유의한 영향을 주었고, 소진은 반생산적행동에 유의한 영향을 주는 것으로 나타났다. 따라서 종사원이 근무 상황에서 자신의 직무에 대한 스트레스가 높아지면 소진이 일어나고 이로 인해 반생산적 행동의 경향도 높아지게 되는 것으로 추측된다. 더불어 종사원의 소진과 반생산적 행동 사이의 인과관계에 있어서 종사원의 조절초점 중 예방 초점이 유의미한 조절효과를 보이는 것으로 조사되었다.

• 한국식품조리과학회지
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• 제32권3호
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• pp.363-369
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• 2016

Purpose: The purpose of this study was to understand the interrelationships among diversity management, employees' job engagement, and organizational commitment in a deluxe hotel. Methods: In a total of 344 F & B employees obtained from empirical research, this study reviewed the reliability and fitness of the research model and verified a total of 4 hypotheses using the Amos program. Results: The proposed model provided an adequate fit to the data, $x^2$=316.722 (df=112), CMIN/df=2.828, GFI=0.899, NFI=0.941, IFI=0.961, TLI=0.953, CFI=0.961, RMSEA=0.073. SEM results showed that diversity management (building cultural awareness: ${\beta}$=0.206; pragmatic management policy; ${\beta}$=0.315) had a positive and significant influence on job engagement. Also, employees' job engagement (${\beta}$=0.623) had significant positive effects on organizational commitment. Conclusion: This study shows diversity management of hotel employees and its effectiveness as well as which diversity management is needed positive attitude.

• 한국조리학회지
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• 제13권1호
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• pp.99-111
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• 2007

This study aims at inquiring into the effect of kitchen employees' conflict factors in deluxe hotels on turnover to present a improvement plan. For this, it made a survey of 292 kitchen employees in deluxe hotels from December 1 to 10, 2006. The results were as follows: First, it showed that the service welfare conflict had a positive effect on the compensational turnover, and high compensational turnover was caused by high conflict of welfare or benefits. Second, it showed that the cooking job conflict had a positive effect on the developmental turnover. Third, it showed that the colleague relationship conflict had a positive effect on the developmental turnover. Consequently, each factor of compensational and developmental turnover had significantly positive correlation to the cooking job conflict, service welfare conflict and colleague relationship conflict. Considering the above results, the employees' turnover produced results that are contrary to negative and positive effects traditionally discussed various effects or results on organization.

• 한국조리학회지
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• 제6권2호
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• pp.31-46
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• 2000

The major matters studied are follows: First, the study review statement of problem. second, the study is a global view of the restaurant management. \circled1 what characteristics did hotel restaurant have\ulcorner \circled2 What is the importance of F&B's sales-part\ulcorner \circled3 How can be operated organization of hotel F & B's management\ulcorner Third, condition of hotel restaurant management in korea explained real-example of deluxe hotel. On the basic of this, the study can look up prospect of hotel restaurant management, Forth, fifth, study suggest on efficient management-method of hotel restaurant. (It was divided in 7) Also, study suggest on achievement for ultimate purpose of hotel restaurant.

• 한국관광식음료학회지:관광식음료경영연구
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• 제9권
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• pp.93-116
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• 1998

In the 21st century the service industry, particularly the hospitality industry, has the potential to develop into its golden age. In preparation for this hotels must maximize management proficiency by introducing reasonable and scientific systems into their current operations. The hotel industry takes it for granted that it can meet the final business goal by way of effective management of human resources. However, comprehensive papers on the subject of employee satisfaction have not appeared or been presented in Korean business studies. And although papers from abroad have touched on the subject they are not focused on the specialized domain of human resources as it applies to the comprehensive matters relating to job satisfaction as a corelationship to business success. This study focuses on some problems that must be overcome in achieving business objectives while striving at the same time to maintain satisfaction. The purpose of this study is to find the factors that measure employee job satisfaction in the hotel industry. To establish the purpose I reviewed the definition of the job satisfaction. An antecedent study of job satisfaction and Questionnaires were used to acquire data, specifically, hotel employees were selected randomly from the six super-deluxe hotels in Seoul to respond to thorough questionnaires. As a result of the study on the variables of Sex, Position, Length of Service, Opportunity for Promotion, Working Conditions, Wages and Hotel Situation. As a whole, promotional opportunity, wages and working conditions were frequently cited as negative factors in the responses. A comprehensive approach that includes improving wages and that reflects management's sincere concern with the working conditions of the employees is urgently needed. Hotel management that is willing to examine employee satisfaction periodically and provide proper solutions can prevent dissatisfied employees from separating from their jobs. This study has some limitation in that it is restricted geographically and in research method. That is, only six super-deluxe hotels in Seoul were selected as the subject of study and only the questionnaire method of obtaining data was used out of various available research methods.

• 동아시아식생활학회지
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• 제16권2호
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• pp.207-214
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• 2006

The purpose of this study was to examine the impacts of brand personality and employee personality on employee brand identification. The questionnaire developed for this study was distributed to 460 employees in F&B (food and beverage) departments and kitchen of 11 deluxe hotels in Seoul. A total of 398 questionnaires were used for analysis (86.5%) and the statistical analyses were completed using SPSS Win(12.0) for descriptive analysis, reliability analysis, t-test, and regression analysis. The results showed that employee brand identification was stronger at higher position, and also stronger among F&B department employees than among kitchen cooks. In addition, international hotels showed a higher level of employee brand identification than local hotels. Employee brand identification was also affected by hotel brand personality and employee personality. The dimension of 'sincerity' had the strongest effect on brand identification, followed by the dimensions of 'excitement' and 'sophistication'. Especially, when the hotel brand personality was lower than the employee personality at the dimension of 'sincerity', the level of employee brand identification was much lower. Overall, employee brand identification, which is a key factor for successful brand delivery to customer, could be enhanced through strong strategies to improve the brand personality dimensions and enhance employee development.

• 한국조리학회지
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• 제12권2호
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• pp.39-56
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• 2006

This study was intended for getting information on the job satisfaction and consciousness of 305 cooks working at deluxe hotels in Busan to improve culinary arts training and an efficient man power control program. The results were as follows. Most of the cooks were males(67.2%) and less than 40 years old(85.6%), 59.5% were cooks, 67.0% were graduated from college and 74.8% earned less than 1.5 million won in a month. 39.5% had not changed their workplace. The male cooks had transferred to some other workplace more than 2 times than female ones. The higher their age, job classification and monthly income were, the more frequently they transferred their workplace. The frequency of job transfer was the most significant factor in the age of $30{\sim}39$. 37.0% of the cooks were unsatisfied with their pay. They preferred the more highly ranked hotels(36.5%) and being independent(26.0%) if transferring workplace. They thought devotion was the most important factor for good cooks. They thought efforts, skills and human relationships were important for developing cooks. They answered pay suitable for their work was an important factor to improve the food enterprise. They thought Japanese and Korean cooking had the best prospect, and qualifications for a good cook were sincerity, efforts, careers and skills.

• 한국식품조리과학회지
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• 제23권1호통권97호
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• pp.25-32
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• 2007

The objective of this study was to investigate the effect of the perceived importance of kitchen equipment and facilities on the hygienic performance of cooks in deluxe hotels. Cooks and chefs at 7 different deluxe hotels participated in this study. Out of 490 questionnaires administered, 456 (93.1%) were completed and 419 (91.9%) were analyzed using a statistical package SPSS 12.0. The results were as follows. First, the correlation between sanitary equipment, including HACCP system, in the hotel kitchens and the hygienic management performance confirmed the significant effect of the sanitary equipment on the performance of the cooks and chefs. Second, the sanitary facilities in the hotel kitchens greatly affected the hygienic management performance. The results also demonstrated that the sanitary equipment provided the same contribution to the performance irrespective of the job level, management type and HACCP practice. However, the sanitary facilities greatly affected the management type expecially the chain hotels. The hygienic management performance did not affect the cooking stage (before-cooking and during-cooking), but affected the after-cooking stage according to the management type and the HACCP practice, but not the job level.