• 대한지역사회영양학회:학술대회논문집
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• 대한지역사회영양학회 2004년도 추계학술대회
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• pp.128-128
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• 2004

• 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.

• 대한영양사협회학술지
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• 제9권3호
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• pp.219-232
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• 2003

The purposes of this study were to assess the child care centers' foodservice facility, and to develop the kitchen facility model based on the general sanitation standards and guidelines in order to provide basic information for a plan review to build or renovate child care centers' foodservice facility. The scopes of the study include : 1) field assessment of the foodservice management practices and facilities in 8 public child care centers, and 2 private child care centers which they are subsidized from the government as public child care centers, 2) development of child care centers' kitchen facility model based on the General Sanitation Standards and Guidelines. The results of this study can be summarized as follows : 1. Field Assessment of the Child Care Centers' Foodservice Facility Average number of children in child care centers was 78.0$\pm$24.20, the average space of kitchen was 15.13$\pm$4.25($m^2$). Especially, the average space of kitchen was 18.49$\pm$4.35($m^2$) with enrollment capacity of 90～120 children in child care centers. The inventory level of most foods was relatively low except rice and kimchi. Kitchen facilities and equipments were similar to those of home kitchen and did not meet the standards of institutional practice. Therefore, the director in child care centers should recognize the importance of the sanitation management and pay more attention to the renovation of foodservice facilities as well as sanitation management practices. 2. Development of the Kitchen Facility Model based on the General Sanitation Standards and Guidelines The kitchen facility plan model with enrollment capacity of 100 children was developed based on the results of field assessment and literature review. Suggested kitchen space was 34.16$m^2$(6,100mm×5,600mm). This space was bigger than the results of field survey or precedent study, considered appropriate to implement the general sanitation standards. The main feature of the developed kitchen facility plan and model was product flow in one direction from the arrival of the raw material to the finished product in order to prevent cross contamination and to improve working efficiency.

• 대한지역사회영양학회지
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• 제12권3호
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• pp.322-332
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• 2007

The purposes of this research were to examine the effect of the catering company's dietetic internship program through a self-evaluating ability test about management performance between pre and post internship programs and consequently to suggest improvement in the internship program. In this study, two types of questionnaires were conducted in July and October 2006, targeting 41 dietetic interns who trained in a 6 months internship program. Except the 4 dropped interns, data from 37 interns were collected and used for statistical analysis, using the SPSS Win 11.0 version. The results of this study were as follows: First of all, the analysis on the effect of the internship program according to classified management segments showed significant improvements in the following order: purchase management (p<0.001), computer program management (p<0.001), facilities management (p<0.001), accounting management (p<0.01), personnel management (p<0.01), retention management (p<0.01), sanitation management (p<0.01), service management (p<0.01) and foodservice management (p<0.01). However, there was no significantly improvement in management of clients. Secondly, the result of the analysis on the details of each management segment that were significant improvement and changing score was the top 5 duties were as follows: In the purchase management, the score of weekly and daily order management was increased 1.0 (p<0.001), the score of weekly inventory management was 0.81 (p<0.001). In the computation office management, expenses handling through a computer program was 0.65 (p<0.01). In the personnel management, the score of work schedule management increased 0.81 (p<0.001). In the accounting management, the score of monthly profit and loss account management was 0.65 (p<0.001). Furthermore, qualified educational programs connected with the internship program will have to be systematically developed and continually carried out in order to improve service and management abilities of branch managers.

• Journal of Nutrition and Health
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• 제42권4호
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• pp.386-396
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• 2009

위탁급식업체 국제화를 위한 추진, 유인, 추진-유인요인 상호작용 요인과 국제화를 저해 및 가능하게 하는 내부원동력 요인과의 인과관계와 내부원동력 요인과 국제화 단계의 인과관계에 대해 연구한 결과의 요약은 다음과 같다. 첫째, 조사대상자의 일반적인 특성에서 조사대상자의 근무하는 기업의 형태는 대기업 58명 (54.2%), 중소기업 49명 (45.8%)로 비슷한 비율로 나타났고, 조사 업체 수는 중소기업 12곳, 대기업 8곳으로 나타났다. 직급은 대부분 대리 (59.8%)였고, 조사대상자가 속해 있는 업체의 국제화 단계는 대부분 국내지향적인 1단계로 나타났다 (79.4%). 둘째, 신뢰도 분석결과 Chronbach's {\alpha}$ 계수는 .729${\sim}$.964로 나타나 신뢰도는 비교적 높은 것으로 나타났다. 타당성을 검증하기 위해 탐색적 요인분석 (Exploratory Factor Analysis) 실시 결과 해당 요인의 적재치는 .549에서 .982의 범위를 가지는 등 대체로 높게 나타났다. 추진요인의 2개의 하위요인은 '국내시장포화 및 경영자의 의지'와 '국제화를 위한 투자'로 요인명을 부여하였고, 유인요인의 2개 하위요인은 '기업 외부적 국제화 환경'과 '글로벌네트워크와 문화전파'로 요인명을 부여하였다. 추진-유인 상호작용 요인의 3개의 하위요인은 '국외시장정보', '해외진출 절차와 예산'과 '국내네트워크와 시장규모'로 요인명을 부여하였고, 내부원동력 요인은 2개의 요인으로 나뉘었고, 국제화 저해요인과 국제화 가능요인으로 명명하였다. 셋째, 가설검증 결과 추진요인 (국내시장포화 및 경영자의 의지, 국제화를 위한 투자)은 국제화 저해 요인과 국제화 가능 요인에 모두 정 (+)의 영향을 미치지 못하는 것으로 나타났다. 유인요인인 기업 외부적 국제화 환경 요인과 국제화 저해요인 간에 정 (+)의 영향관계가 있는 것으로 나타났고, 국제화 가능요인에는 정 (+)의 영향을 미치지 못하는 것으로 나타났다. 또한 글로벌네트워크와 문화전파는 국제화 저해요인에 정 (+)의 영향을 미치지 못하는 것으로 나타났고, 국제화 가능요인에 대해서는 정 (+)의 영향을 미치는 것으로 나타났다. 유인요인의 외부적인 국제화 환경은 국제화를 저해하지만, 글로벌 네트워크와 문화가 전파되어 있을수록 국제화를 가능하게 하는 것으로 사료된다. 추진-유인 상호작용 요인과 국제화 저해 요인과 국제화 가능 요인과의 영향관계를 살펴보면, 상호작용 요인의 국외 시장정보는 국제화 저해요인과 가능요인에 모두 정 (+)의 영향을 미치는 것으로 나타났다. 이것은 국외 시장에 대한 정보가 국제화를 저해할 수도 있다는 것이다. 해외진출 절차와 예산은 국제화 저해요인과 가능요인에 모두 정 (+)의 영향을 미치지 않는 것으로 나타났고, 국내네트워크와 시장 규모는 국제화 저해요인에 정 (+)의 영향을 미치지 못하는 것으로 나타났고, 국제화 가능요인에 정 (+)의 영향을 미치는 것으로 나타났다. 국제화 저해 요인과 가능 요인은 국제화 단계에 정 (+)의 영향 관계가 있는 것으로 나타났고, 국제화를 저해 요인이 가능 요인 보다 국제화 단계에 더 영향을 미치는 것으로 나타났다 (${\beta}$ = .492 > .177) 이상에서 살펴본 결과, 위탁급식업체 국제화는 기업 내부적인 추진요인보다는 기업 외부적, 환경적 요인과 추진, 유인 단독요인 뿐만 아니라 추진요인과 유인요인의 상호작용 요인과 영향 관계에 있다는 것이다. 이것은 위탁급식업체가 국제화 하고자 할 때 이론적으로 고려해야할 사항으로 사료된다. 또한, 위탁급식업체 국제화를 저해 및 가능하게 하는 내부원동력 요인은 국제화 단계와 관련성이 있는 것으로 나타났다. 지금도 꾸준히 위탁급식업체의 국제화가 진행되고 있는데, 해외업무 담당자들은 위탁급식업체 국제화에 미치는 요인과 요인들 간의 관계성 분석을 통하여 합리적인 국제화 모델을 찾아야 할 것으로 사료된다. 본 연구의 제한점은 조사 방법에 있어 회수율이 낮은 우편 설문을 실시하여, 낮은 설문회수율을 나타내고 있어 연구 결과에 대한 일반화에 대해 한계를 가지고 있으며, 요인의 하위 변수 선정에 있어서 다양한 변수를 사용하지 못한 점이다. 또한, 위탁급식업체를 대상으로 국제화에 대한 연구가 전무하여, 관련 대상의 결과를 비교 고찰할 연구의 결과가 부족하였다. 본 연구는 초기단계의 탐색적 연구로 변수도출을 위한 위탁급식업체 실무자를 대상으로 개별심층면접을 실시하는 선행 단계를 통해 본 연구를 진행하게 되었는데, 면접자의 수가 많지 않아 이에 따른 변수도출의 신뢰성과 타당성에도 한계가 있었다. 따라서 향후 연구에서는 심층면접 대상자를 늘려서 연구의 신뢰성과 타당성을 증대시키고, 다양한 변수 도출을 위한 선행연구가 더욱 필요할 것으로 사료된다. 설문 조사대상을 지역별, 규모별로 업체를 구분하여 규모를 늘리고, 일대일면접 설문방법을 사용하여 회수율을 높일 수 있는 방안을 강구하여 연구 결과의 일반화에 대한 오류를 줄여야 할 것이다. 또한, 금융 위기의 국제 정황 가운데, 국제화를 위한 꾸준한 연구를 통하여, 선진 다국적 기업화 방안에 대한 연구들이 지속적으로 이루어져야 할 것이다.

• Nutrition Research and Practice
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• 제5권1호
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• pp.80-87
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• 2011

The objectives of the study were to investigate job burnout and leader-member exchange (LMX) levels as well as to evaluate buffering effects of LMX on burnout among dietitians and chefs at institutional foodservices. Hypotheses were proposed based on the Job Demands-Resources model and LMX theory. The study population consisted of dietitians and chefs who were in charge of managing unit operations in a nationwide contract management company. Positive/negative affectivity, workload, job burnout, and LMX scales that bad been validated in previous research were adopted A total of 552 questionnaires were distributed and 154 responses were returned. Results indicated that respondents' burnout levels were moderate and emotional exhaustion was greater than cynicism. In terms of LMX, the surveyed dietitians and chefs showed higher respect toward their supervisors than loyalty. When positive affectivity and negative affectivity were controlled, workload influenced emotional exhaustion and professional efficacy significantly. With affectivity and workload controlled, however, LMX did not influence any dimensions of burnout. The moderating effect of LMX on the relationship between workload and cynicism was significant. That is, the effect of workload on cynicism was weak if the dietitians and chefs perceived the relationship with their supervisor positively. Based on the findings and literature reviewed, how to mitigate job burnout among foodservice managers is discussed.

• 한국조리학회지
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• 제23권3호
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• pp.63-76
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• 2017

The study intended to investigate the relationship between transformational leadership and creativity of cooks with transformational leadership as antecedent variable. Transformational leadership has been assessed positively in variable studies as a leadership to improve employee's creativity. The authors also tried to explore structural relationships among transformational leadership, intrinsic motivation, and creativity by identifying the meditating role of intrinsic motivation in the relationship between transformational leadership and creativity of cooks. The study subject was CJ FOODVILLE, which is a representative company with its size, sales, and recognition as a domestic restaurant business. A survey was conducted with employees who were working as a cook in restaurants operated by CJ FOODVILLE in metropolitan areas. The results of the study showed that charisma and intellectual stimulation of transformational leadership positively influenced intrinsic motivation, but inspirational motivation and individualized consideration did not significantly influence intrinsic motivation. In addition, the four elements of transformational leadership did not significantly affect creativity. The findings of the study show that intrinsic motivation played a role as a mediation among charisma, intellectual stimulation, and creativity of transformational leadership. Therefore, the findings of the study suggested intrinsic motivation as an important factor affecting creativity of cooks.

• 대한영양사협회학술지
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• 제8권3호
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• pp.227-239
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• 2002

The purpose of this study was to compare the dietitian’s job in dietitian’ s practice area using the dietitians job description(2000). To do this the survey was carried out for the frequency, criticality and difficulty of each job discription with 3 point scales. Questionaires sent to 521 dietitians. The number of returened questionnaires was 252. The number of dietitians working at each area was 125 at the school foodservice, 39 at the institutional foodservice, 62 at the hospital, 13 at the public health center and 13 at the catering company. The results of this study can be summarized as followed ; Experiences, level of education and age were significantly different by dietitian’s practice areas.(p<0.001) For frequency, duties of nutrition services had lower score than that of food services in all practice area. Frequency of each job description was significantly differences duties of all.(p<0.05) For criticality, duties except of meal services, financial managements, life cycle nutrition managements were significantly different by dietitian’ s practice areas.(p<0.05) For difficulty, duties except of self promotions were significantly different by dietitian’s practice areas .(p<0.05)

• 한국조리학회지
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• 제12권4호
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• pp.63-79
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• 2006

This study was conducted to investigate the effect of restaurant environment upon customers' satisfaction and crowdedness awareness from July 4 to 30. Total 800 sets of questionnaire were distributed among major foodservice corporations including 16 restaurants from McDonald, Burger King, Popeyes, KFC, Ritz Carlton, Intercontinental, The Westin Chosun, Hilton, Merriot, Outback Steak House, Bennigans, VIPS, Pizza Hut, Pul-hyanggi(Scent of grass), Nolboo Co., and Our Story. They received 50 sets each to hand out to their customers. Out of total 800 sets of questionnaires, 592 sets (74.25%) were retrieved and underwent the Multiple Regression Analysis. We found the following results from the study. First, among each variable of restaurant environment that had a significant effect on crowdedness, "fast service" and "responsiveness to customer complaints" scored a regression coefficient value 0.381 and 0.325 respectively. Second, among each restaurant environment factor that had a significant effect on crowdedness, "quality of facilities" scored the highest regression coefficient value 0.423 with a standard error score 0.1074, followed by "condition of waiting", "overall ambience" and "service quality" in ascending order. Third, in the analysis of the effect of each environmental factor upon the satisfaction rate, "condition of waiting" showed the highest regression coefficient value 0.3821 with a standard error score 0.4565, followed by "cleanliness", "service quality" and "convenience', in ascending order.

• 한국식생활문화학회지
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• 제34권3호
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• pp.308-315
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• 2019

This study examined the service quality attributes of the CVS (Convenient Store) packed meal products by applying the Kano model. The main survey was conducted by a research company using an online survey in the form of a self-administered questionnaire. The 499 samples were limited to customers who had experienced CVS packed meal products within the last months. A total of 14 service quality attributes of the CVS premium packed meal products were categorized as four attractive qualities, one must-be quality, three one-dimensional qualities and six indifferent qualities. According to the Better and Worse quotient designed by Timko, 'coupon and sales promotion event', 'healthy menu configuration', and 'balanced nutrition' had higher levels of the Better coefficient. On the other hand, 'hygiene and cleanliness', 'the delicious food', and 'fresh ingredients' showed a higher Worse coefficient. The results also suggest that each service quality attribute is not a single dimension but a complex attribute. As a result, this research suggests that marketing practitioners should immediately identify consumer's changing perception of quality to attract new customers and prevent existing customers from leaving in the CVS premium packed meal products segment.