• Korean Journal of Community Nutrition
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• v.11 no.3
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• pp.374-382
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• 2006

The purpose of the study was to investigate the effects of the characteristics of dietitians, the characteristics of school food services, equipment ratio of HACCP facility/equipment and perception of barriers to HACCP implementation on external and internal audit of food safety/sanitation management performance in school food service. An e-mail survey was conducted with 144 dietitians in Gyeongbuk Province. A response rate was 57.6% (N = 83) and data was analyzed using SPSS windows (ver. 12.0). Dietitian perceived facilities/equipment-related and stakeholder-related as the big barriers in implementing a HACCP system. Total scores of sanitation/safety management performance for external and internal audit were similar at 92 and 91 out of 100, respectively. 'Facilities/equipment' and 'HACCP system' categories in both external and internal audit were rated the lowest. As dietitian perceived facilities/equipment-related (p < 0.001) and stakeholder-related (p < 0.05) barriers to HACCP implementation were greater, the scores of the external and internal audits were significantly lower. As dietitian perceived barriers for all categories were greater, the scores of internal audits were significantly lower (p <0.05). As a result of multiple regression analyses, the scores of the external audit was positively associated with career as a school food service dietitian, but was negatively associated with barriers related to facility/equipment, while the scores of the internal audit was negatively associated with barriers related to facility/equipment and employees. This study suggests that supporting programs on securing the facilities/equipment and employee training are needed for successful HACCP implementation in school food service.

• Journal of the Korean Society of Food Science and Nutrition
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• v.33 no.10
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• pp.1646-1652
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• 2004

This study is to help management of foodservices with the means of preparing a favorable food service environment which will likely improve employees' job satisfaction and present the plans for Quality leadership which are capable of effectively improving the aims of food service. Transformational leadership (4.08) that includes charisma (4.12), intellectual stimulation (4.12) and individual consideration (4.01) was more strongly observed by employees than transactional leadership (3.35) that includes contingent reward (3.99) and management by exception (2.70). According to employees' age, it was shown that individuals over 40 observed transformational leadership significantly more frequently than those below 30. When considering academic background, both transformational leadership and transactional leadership were more strongly observed in the group of lower education. When the type of employment was considered, contract workers showed higher individual consideration and contingent reward than regular workers. Also, when the consideration of working places was taken into account, employees who were employed by schools presented a stronger observance of transactional leadership than employees in industrial cooperation or hospitals. Employees, especially in schools, were more receptive to dietitians' contingent reward than hospital employees. Regarding age, dietitians below the age of 40 had stronger transformational leadership skills, but there was no significant difference in the case of transactional leadership. According to these items of leadership, dietitians over 40 felt stronger in management without exception. Relationship with co-workers was the highest among job satisfaction (3.84), coworkers (4.00), stability (3.60), autonomy (3.76). In the collective food service organization, there was a positive correlation between management expectations and the expectations of the dietitians' management styles and employees' job satisfaction.