• The Korean Journal of Franchise Management
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• v.7 no.1
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• pp.13-20
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• 2016

Purpose - In the past, the chain hotel chefs only serve food to their customers. However recently, the hotel chefs play a pivotal role in hotel including considering various customer preferences, safety and nutrition of food, and increasing profits through effective human resource management and inventory control. With the change of the chain hotel chef's' roles, pygmalion leadership, one of new leadership styles, focuses on the effect that leader's positive expectation let subordinates have motivation and more engage in work. This study investigates the effect of chain hotel chef's pygmalion leadership on leader trust and organizational trust. Research design, data, and methodology - This study was to investigate the structural relationships among chain hotel restaurant chefs' pygmalion leadership, hotel restaurant cooks' leader trust, organizational trust, and teamwork, and how leader trust and organizational trust play mediating roles in the relationship between pygmalion leadership and teamwork. In this model, pygmalion leadership includes 4 dimensions: Climate, Feedback, Input, and Output. Data were collected using self-administered questionnaire survey on cooks of Deluxe hotel restaurants located in Seoul and Gyonggi-Do. The samples for data analyses were 243 excepting unusable responses. Result - The findings can be summarized as follows: First, climate and feedback had a positive effect on leader trust, respectively. Second, feedback and output had a statistically positive effect on organizational trust, respectively. Third, leader trust had positive effects on organizational trust and teamwork. Fourth, organizational trust had a significant effect on teamwork. Conclusions - As a chain hotel chef treats his/her staffs sincerely, they will be more engaged in work by establishing trust in their leader. Ultimately, it leads to higher sales profit and customer satisfaction. In addition, a hotel can encourage chefs and other staffs to treat each other as if the student-instructor relations, not just commanding staffs. Then, cooks build up their trust to their leader and organization for its sustained growth and development, and the internal bond in organization including teamwork is strengthened. Therefore, to strengthen teamwork and organizational trust, there should be active communication, knowledge sharing, goal sharing, and cooperation between chefs and cooks.

• East Asian Journal of Business Economics (EAJBE)
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• v.5 no.4
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• pp.50-66
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• 2017

Purpose - The purpose is to identify a structural effect relationship among a hotel chef's personal competency, job satisfaction and customer orientation. Moreover, this research tries to provide implications regarding effective human resource management strategies based on competency to strengthen job satisfaction and customer orientation by testifying the effect relationship of job satisfaction with the relationship between personal competency and guest orientation. Research design, data, methodology By targeting chefs working in five starred hotels in Seoul, the surveys have been distributed from April 1st of 2017 to April 20th of 2017 (approximately 20 days). Out of 300 distributed surveys, 250 were collected, and 246 were used, excepting 4, unhonestly answered. Results - It has been analyzed that a hotel chef's personal competency, self-control ability, customer orientation competency, interpersonal relation competency, gumption, and professional competency has a significant effect on job satisfaction, however, it has been identified that gumption has no impact on job satisfaction. Job satisfaction has a significant impact on customer orientation. Lastly, there is a control effect on job satisfaction and customer orientation by organizational commitment Conclusions - It is able to propose the solutions to improve customer orientation, job satisfaction and organizational commitment of a hotel chef and the ways for human resource management.

• Culinary science and hospitality research
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• v.19 no.5
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• pp.59-75
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• 2013

This paper investigated the effects of hotel chefs' personality and leader-member exchange(LMX) on innovative behavior. The sample for the study is 300 chefs extracted from four five-star hotels in Busan metropolitan area. Self-administrated questionnaires are distributed and 267 usable ones are collected and used for the analyses. The findings of the research are as follows, First, hotel chefs' personality consists of neuroticism, openness, friendliness, conscientiousness and extroversion. Second, hotel chefs' LMX consists of attachment, loyalty, a sense of contribution and respect. Third, hotel chefs' openness, considerateness, and leadership positively affect hotel chefs' LMX and hotel chefs' introversion negatively affect hotel chefs' LMX. Fourth, hotel chef's innovative behavior is affected by hotel chef's attachment, loyalty and respect.

• The Journal of the Korea Contents Association
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• v.20 no.4
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• pp.427-440
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• 2020

This study is a study on the cooking department where chefs who belong to the desired job of elementary and middle school students work together with the recognition increase through the media. The cooking department, which has a vertical structure at work, can be said to have an absolute influence of the chef. However, the cooking department needs to change according to the times. The purpose of this study was to examine how chef's shared leadership affects the chef's emotional commitment, continuous commitment, job satisfaction, and job performance. Therefore, a questionnaire was distributed to the employees currently working in the cooking department of a five-star hotel in Seoul, and a sample of 319 copies was prepared. In statistical analysis, the items were refined through exploratory factor analysis, confirmatory factor analysis, reliability analysis, and correlation analysis, and the hypotheses were verified through structural model analysis.As a result, Chef's shared leadership influences the emotional commitment of cooks, job satisfaction and job performance. In particular, emotional commitment and continuous commitment did not affect cooks' job satisfaction and job performance. In conclusion, to improve the performance of the organization, the hotel culinary department must establish a culture of sharing and communication. This suggests that establishing goals and visions will lead to job satisfaction and performance not only for individual cooks but also for the entire department. Therefore, it is expected to contribute to the efficient human resource management for the cooks in the hotel cooking department.

• The Journal of the Korea Contents Association
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• v.21 no.10
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• pp.434-443
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• 2021

The purpose of this study is to analyze hotel chefs' perceptions of each type of leadership, to help improve teamwork and work efficiency through the improvement of job satisfaction and work skills by hotel cooks and the impact of leadership on human relations. In particular, by conducting Q methodological analysis on the subjectivity of the total chef's leadership type recognized by hotel chefs in vertical command systems according to the nature of the work in the hotel company. The analysis of leadership types showed that Type 1 (N=4): both transformative and servent leadership is a combination of preferences or non-preferences, Type 2 (N=4): transformative leadership preference, Type 3 (N=3): both transformative and non-preferred leadership. The leadership of the executive chef, recognized by hotel chefs, is believed to prefer leadership that is considered for individual situations that match each other's experiences and work skills (ability values) rather than uniform leadership such as transformational or servent leadership. Along with the theoretical discussion of Q methodology, the leadership type is explained, and based on the subjectivity research analysis method of Q analysis, the subjectivity of hotel chefs will be identified in various ways and new leadership will be presented.

• Culinary science and hospitality research
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• v.4
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• pp.295-315
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• 1998

This paper attempts to examine the degree of chef's satisfaction on food purchasing in 5-star hotel in Seoul. Nowadays, hotel industry in Korea is becoming more and more competitive and the hotel products higher education. Among a range of divisions in deluxe hotel in Seoul, in particular, a F&B division has been more profitable than the others. It is widely accepted that the proportion of revenue obtained from F&B sales is higher than that of revenue from room sales. However, under the IMF intervention, hotels in Korea trend to depend on room sales rather than F&B sales in terms of profit. In such a environment, it is essential that F&B division should carefully seek for an appropriate purchasing procedure which will affect an organizational structure and allow the company to fulfill its goals. Moreover, it is timely their performance and quality of services through ideal food purchasing procedure. In this paper, the author uses a survey technique distributed to approximately 200 chefs who work at 5-stars hotel in Seoul. The author expects that this paper will contribute to the researchers or practitioners who might need a reference on the food purchasing system.

• The Korean Journal of Franchise Management
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• v.12 no.3
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• pp.35-46
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• 2021

Purpose: The hotel industry needs a leader who can actively demonstrate leadership to respond to and accept changes in the organization in a highly competitive and fast-changing environment. Therefore, the role of leaders who instill clear vision and goals of the organization in their members, listen to their opinions, and empathize is paramount. Leaders should encourage successful organizational activities based on active participation by employees and create the best environment for working with a sense of mission and responsibility. This study aims to identify the relationship between empathy leadership and job engagement as a result variable of team cohesion in the hotel culinary department and conduct empirical studies on the role of empathy leadership and job engagement. Research design, data, and methodology: The data were collected from employees who work in culinary department at a five-star franchise hotel located in the Seoul metropolitan area. Because it is difficult to conduct a survey through face-to-face contact with employees due to the COVID-19 pandemic, the online survey was conducted from February 1 to February 28, 2020. A total of 330 questionnaires through online were distributed and 268 employees completed the survey, yielding a response rate of 81%. Of the 268 returned responses, 27 responses were not usable due to missing information. Thus, a total of 241 responses were used for analysis. Results: The study results are as follows. First, it has been shown that the empathy leadership of culinary department in hotel companies has a significant positive impact on the job engagement. Second, it has been shown that job engagement has a significant positive effect on members' team cohesiveness. Third, empathy leadership of hotel companies' culinary department has a significant positive impact on members' team cohesiveness. Fourth, job engagement has a significant positive (+) mediating effect in the relationship between empathy leadership and team cohesiveness in culinary department. Conclusion: This study supports the theory that an emotional and empathic leader's behavior or ability can change the effectiveness or atmosphere of a rapidly changing hotel culinary team organization by presenting a research model on the effect of empathic leadership on job engagement and team cohesiveness. And hotel chefs should be more aware of the importance of empathic leadership and make them a human resource of the organization through formal and informal communication with culinary employees.

• Culinary science and hospitality research
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• v.8 no.1
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• pp.23-41
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• 2002

Ordinary, the hotel Career Development that cooks are hi red, then OJT and evaluation, disposition. It means that cook to set in order with licence and to carry-out effect But it is not continue forever about the job demand, attitude, ability of cook. The Executive Chef and depart of career development have to plan for problems now and a long time of time to cooks. Demand of cook career development are sociality and economical. Because the hotel needs a high-grade cook for keep competitive in changing surround. internal resources are more effect ive when require without delay man power than hire urgent. It is not only lack career development to cook, probably face up to retirement at one time and foment social order but also cook lose their a right to labor. Cook supports their family and grow, economic base for ethical by labor, so have to carry their point. In addition the domestic five stars hotel's career development structure are very simple and infirm, so it cause stagnation to position, lead to negative vision and show a drop in efficiency. Therefore the hotel must investment about Career Development.

• Journal of the East Asian Society of Dietary Life
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• v.18 no.1
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• pp.149-157
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• 2008

This study examined the cost consciousness, food materials satisfaction, job satisfaction, and degree of food materials management of chefs, as a means to increase food materials management efficiency in hotel restaurants and to make suggestions, for efficiently reducing food material costs, Chefs from eleven 5-star hotels and one exceptional-grade restaurant in Seoul were asked to fill out a questionnaire for sampling. A total of 350 questionnaires were distributed and 334 were returned (95.4% return rate). The characteristics of the respondents were examined by population statistics analysis, and the chefs' cost consciousness, food materials satisfaction, and job satisfaction were examined by descriptive statistics after reliability and propriety analyses. The degree of cost consciousness in the respondents was very high and this degree of consciousness proved to have a partially significant impact on the degree of food materials management. That is when the chefs were more conscious about cost, the degree of food materials management was high. This implies that food materials satisfaction can be enhanced by enhancing the degree of food materials management. Job satisfaction also had a partially significant, influence on the degree of food materials management. Therefore, it is necessary to maintain consistency in the quality and inspection of food materials, provide related information, enhance the satisfaction level for standards of food materials and improve policies for welfare and career after retirement in order to enhance the job satisfaction of chefs and subsequently reduce costs in relation to the level of food materials management.

• Culinary science and hospitality research
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• v.14 no.3
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• pp.1-15
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• 2008

The purpose of this study was to examine the structural relationship where the job satisfaction of chefs who directly handle the food materials in the hotel restaurants influences their purchase and management of the food materials. For this, 350 chefs of 11 five-star hotels were surveyed with a questionnaire about the process and consciousness in managing food materials. 293 copies of the questionnaire were used in the empirical study by excluding unanswered and insincere ones. Before verifying the hypothesis, the reliability and propriety of the concepts suggested by the study model were analyzed through structural equation model using AMOS 5.0 to analyze concepts and verify the hypothesis. As the result of, the job satisfaction of five-star hotel restaurant chefs appeared to have positive influence on the chefs' purchase attitude, food material satisfaction, food material management performance. Also, the supplier satisfaction increased when the cooking and purchase departments communicate well with each other. Therefore, for the efficient purchase of food materials, the purchase and cooking departments shall survey the market periodically, increase communication between departments to obtain food material satisfaction, organization satisfaction and job satisfaction.