• Proceedings of the KSCN Conference
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• 2004.12a
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• pp.128-128
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• 2004

• Journal of the Korean Dietetic Association
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• v.9 no.3
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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 the Korean Dietetic Association
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• v.9 no.3
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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.

• Korean Journal of Community Nutrition
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• v.12 no.3
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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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• v.42 no.4
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• pp.386-396
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• 2009

The purpose of this study was to analyze the effect of push, pull and push-pull interactive factors for CFMC (Contract Foodservice Management Company)'s internationalization. The study was a quantitative study part in mixed methods (QUAL ${\rightarrow}$ quan) which was mainly qualitative study and quantitative study. Mail survey was carried out for quantitative study. For study subjects, 1,281 persons who completed 'Food Service Management Professional Program' of 'Y' University were selected as a population because the program was mainly for CFMC's workers. The analysis methods used in this study were frequency analysis, factor analysis, correlation analysis and multiple regression analysis with SPSS 17.0. Push factors had the saturation in domestic market and the manager's purpose (fac.1) and the investment for internationalization (fac.2). Pull factors had the company's external environment for internationalization (fac.3) and the global network and spread of culture (fac.4). Push-pull interactive factors had the information about foreign market (fac.5), the procedure and budget of overseas expansion (fac.6) and the national network and size of domestic market (fac.7). Internal dynamics factors had the deterrents for internationalization (fac.8) and the enablers for internationalization (fac.9). The result showed that the company's external environment in pull factors had positive effects on the deterrents for internationalization. The global network and the spread of culture had positive effects on the enablers for internationalization. The information about foreign market in push-pull interactive factors had positive effects on the deterrents and enablers for internationalization. The national network and the size of domestic market had positive effects on the enablers for internationalization. The deterrents and enablers for internationalization had positive effects on the level of internationalization, and the deterrents had more effects on the level of internationalization than the enablers did (${\beta}$= .492 > .177).

• Nutrition Research and Practice
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• v.5 no.1
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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.

• Culinary science and hospitality research
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• v.23 no.3
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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.

• Journal of the Korean Dietetic Association
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• v.8 no.3
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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)

• Culinary science and hospitality research
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• v.12 no.4 s.31
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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.

• Journal of the Korean Society of Food Culture
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• v.34 no.3
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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.