• Journal of Nutrition and Health
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• v.38 no.2
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• pp.180-189
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• 2005

The purposes of this study were 1) to analyze the effect of the ERP quality (system quality, information quality, service quality) on the performance (end user satisfaction, user's performance, system utilization) of business, 2) to conduct the causal-effect analysis between outcome variables (user's satisfaction, user's performance, system utilization) of ERP in the contract foodservice management company. The questionnaires were distributed to 260 end users (dietitians, foodservice management managers) in charge of managing the institutional foodservice such as the office (government agencies, factories), schools (universities, middle and high school) and hospitals which were managed by contract foodservice management company 'C' in Seoul and Kyunggi. The surveys were performed from July 26, 2004 to July 30. 2004. Two hundred and fifty (250) questionnaires were responded (response rate: 96.2%). The statistical analysis was conducted using SPSS Win (11.5). And the descriptive analysis, factor analysis, reliability test, pearson correlation, simple and multiple regression analysis were performed. The results showed that among the 3 factors (system quality, information quality, service quality), the system quality and information quality were proved to have an effect on the user's satisfaction and user's performance significantly (p < .05). The influence of ERP quality (system quality, information quality, service quality) on system utilization were testified to be statistically significant (p < .05). The user's performance were affected significantly by system utilization (p < 0.001) and end user's satisfaction (p < 0.001). As a conclusion, to improve user satisfaction, which is the ultimate performance variable of an ERP system, high quality of an ERP system is the pre-requisite. And the user satisfaction and performance of business would be higher with the better quality ERP system. When constructing ERP system for the contract foodservice management company, we should improve system utilization and user satisfaction altogether so that user's performance could be ultimately enhanced and we should make efforts to enhance the quality level of ERP. (Korean J Nutrition 38(2): 180～189, 2005)

• Journal of the Korean Dietetic Association
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• v.8 no.3
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• pp.280-288
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• 2002

The purpose of this study was to investigate the operational characteristics of the contract-managed highschool foodservice and to analyze the factors to effect the menu price. The data was collected from 249 highschools in Seoul. The results are as follows; Those surveyed highschools were established as 1 national, 74 public, and 174 private institution. Highschools were classified as 176 academic, 66 vocational, and 7 specific purposed institution. Students were organized as 70 boys', 23 girls', and 41 coeducational highschools. Most highschool started contract-managed highschool foodservice from 1999 and the period of foodservice contract was most 3 years and the operation styles in food distribution were 96 classrooms, 105 dining halls and 17 classrooms combined dining halls. The scale of contract foodservice management companies was 63.1% small and medium and 36.9% large enterprises. The surveyed highschools had the average meal price 2,141 won per meal and they had 1,518 pupils on the register. The participating rate to the foodservice was 68.5%. The facilities investment cost of the contract foodservice management company was 179,204,230 won for private institutions and was 138,119,010 won for national&public institutions. The period of the contract was 3.22 years in private institutions, which was significantly higher than national&public institutions which showed 2.85 years. The commissary foodservice schools had higher facilities investment cost than conventional foodservice schools. Classrooms foodservice had higher participating foodservice rate than Dining halls. The investment cost for facilities showed high in order of girls', boys', and coeducational high schools, and the number on the register and the number participating in the foodservice showed high in order of boys', girls', and coeducational high schools. The number on the register showed the highest in academic and vocational schools, specific purposed institutions in sequence, and the number participating in the foodservice showed high in order of academic schools, specific purposed institutions and vocational. However, the participating foodservice rate showed high in specific purposed institution, academic and vocational schools in order, and the meal price, the investment cost for facilities showed high in specific purposed institution, academic and vocational schools in sequence. Regionally, the district south of Han river had the average meal price 2,266.13 won, which showed higher in the eastern part which had 2,033.33 won. The western part had the average investment cost for facilities of 233,331,060 won, and the central district 126,137,140 won. The number on the register showed 1845.68 in the eastern part and 1308.00 in Dong-Jak area, that had clear differences among areas. When the period of the contract went longer, the investment cost for facilities had a tendency to increase. The significant differences were existed among meal price, the investment cost for facilities, the number on the register, the number participating in the foodservice, and the participating foodservice rate. The investment cost for facilities had increased according to the number participating in the foodservice and the participating foodservice rate. And the large enterprises showed higher participating foodservice rate than the small and medium enterprises.

• Food Quality and Culture
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• v.1 no.1
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• pp.58-61
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• 2007

The purpose of this study was to develop an effective cost control model for university foodservice operations by analyzing student satisfaction, as well as foodservice income statements for operational characteristics. The specific objectives were to examine the satisfaction of students for various foodservice quality dimensions, to determine the financial activities performed in foodservice operations by operational type, to examine their income statement data, and lastly, to compare the student satisfaction for foodservice quality with the financial data of the income statements. A total of 545 students from one university answered a satisfaction survey. The one-year income statements of three union foodservices (self-operated, small-scale contracted, and large-scale contracted) at the same university were analyzed. The results showed that the self-operated union foodservice had lower student satisfaction scores and higher food and labor cost ratios. The small-scale contract management foodservice data indicated the highest student satisfaction scores and the lowest food and labor cost ratios. The large-scale contract management foodservice data showed medium scores when comparing the three union foodservice operations. Overall, by comparing the satisfaction scores and operational profits, the small-scale union foodservices showed the highest satisfaction scores and profit.

• Journal of the Korean Dietetic Association
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• v.16 no.1
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• pp.1-12
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• 2010

This study was conducted to characterize well-being menus and to examine the service frequency and profitability of those served in the contract-managed workplace foodservice. In-depth interviews were conducted with six persons who were in charge of menu management in the headquarters of six different foodservice management companies during March, 2007. In addition, 122 set menus consisting of 777 menu items, which were on one month menus served during January to April, 2007, were collected from three workplace operations managed by three different foodservice management companies. As a result of the in-depth interviews, four categories of well-being menu items were extracted: 'medicinal functional menu item', 'environmentally-friendly menu item', 'natural food menu item', and 'harmful components-limiting menu item'. Accordingly, a well-being menu item was defined as 'a menu item with increased nutrition value or decreased health risk by changing food material or cooking method'. When the menu items (n=777) were analyzed by applying the definition and categories, approximately 14% of the items were identified as well-being menu items and most of them were either medicinal functional (65%) or natural food menu items (33%). Approximately 59% of the 122 set menus included at least one well-being menu item, and therefore they were named the well-being set menus. These well-being set menus, however, were not significantly different from the rest set menus in terms of profitability as measured by the contribution margin. The results of this study could be useful for foodservice management companies to develop and plan well-being menus targeting workplace foodservice operations.

• Journal of Nutrition and Health
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• v.38 no.9
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• pp.765-776
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• 2005

The purposes of this study were to a) examine IC (intellectual capital) circumstance of CFMC (contract foodservice management company), b) identify the correlation between IC of CFMC, c) analyze the cause and effect of IC in the viewpoint of contractor, client, and customer. The questionnaires of IC measurement were handed out to 108 CfHCs, there composing of main office employees, foodservice managers, customers, and clients of 207 school, 38 hospital, and 86 business/industry foodservices. The statistical data analysis was completed using SPSS Win (ver 12.0) for descriptive analysis, correlation analysis, simple linear regression analysis. First, CFMCs had operational experience for an average of 8 years and 8 months, and served an average of 38,540 meals a day. Most of the respondent companies operated 'food supply/distribution($50\%$)', 'catering ($46.7\%$)', and restaurant business ($43.3\%$)' except for institutional foodservice and managed an average of 66 clients for the contract period of 2 years and 3 months. Second, there was positive correlation between $\ulcorner$sales of foodservice$\lrcorner$ and 'market ability', $\ulcorner$client satisfaction$\lrcorner$ and necessary intellectual capital for managing branch/chain foodservice office, and $\ulcorner$customer satisfaction$\lrcorner$ and $\ulcorner$renewal and development$\lrcorner$, 'market ability', 'infrastructure support for foodservice operation', 'employee satisfaction', respectively. Finally, the result of the cause and effect analysis on CFMCs, clients, and customers was positively influenced by 'client satisfaction' with 'customer satisfaction', 'infrastructure support for foodservice operation' and 'customer satisfaction' with 'employee satisfaction', and 'infrastructure support for foodservice operation'. In conclusion, if CFMCs were to perform a routine checkups by utilizing CFMC's IC measuring tool, improvements in CFMC operational capacities as well as foodservice quality can be noted. Additionally, CFMCS can satisfy their client-customer relationship by employing internal marketing thechniques for employee, a more efficient infrastructure support system, and construc tive infrastructure utilization. Therefore, CFMCs can show significant improvement in their sales and foodservice quali-ty though continuous maintenance of the client and customer satisfaction.

• Food Industry And Nutrition
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• v.15 no.2
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• pp.7-11
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• 2010

• Culinary science and hospitality research
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• v.12 no.1 s.28
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• pp.188-202
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• 2006

With large corporations entering into the foodservice market, competitions among those foodservice providers became intense, leading to differentiated quality services in terms of portioning out the meal, its portion and waiting time, not to mention food quality. The purpose of providing foodservice is to satisfy its customers, to secure optimum level of profits, and attain continuous quality improvement. To have such purpose attained, all other factors affecting the foodservice should be allowed to play a role. The intensity of the work performed by the employees should be maintained at a steady level and systematically controlled. 'Service First’ principles upholding that customer satisfaction comes from good service should be applied at all times; customer satisfaction comes from the satisfaction of the employees. Customer satisfaction through good service will contribute to an increase in revenue which we get by subtracting operating expenses from the total sales, as it will lead to concluding a long-term supply contract or renewing the existing contract. To keep the operating expenses to the minimum level, it is important to effectively perform the cost control. Since personnel expenses occupy a large portion of the operating expenses, it is imperative to effectively control the labor costs. For this reason, this study will present an effective program for disposition of men with a large organization being centered around, where the number of people served at the mess hall varies greatly depending on a day of the week and a mealtime of the day.

• Journal of the Korean Society of Food Culture
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• v.33 no.1
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• pp.26-35
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• 2018

This study conducted an empirical analysis of the effects of job characteristics on work-family conflict relation and quality of life, as well as moderating effects in accordance with operation type, by targeting 245 dietitian/cooks working for contract foodservice companies. The results of this study are as follows. First, the autonomy and feedback had negative (-) effects on work-family conflict while functional diversity had positive (+) effects on work-family conflict. Job identity and job importance had no relation with work-family conflict. Second, work-family conflict had negative (-) effects on job satisfaction, work-family relation, job support, general happiness, and job environment while having positive (+) effects on job stress. Third, in all paths except for the path with effects of work-family conflict on job stress, there were no differences between the group of shops operating 365 days and the group of shops operating 5 days a week. It would be helpful to the effective operation of human resources by emphasizing the necessity of differentiated management for companies with shops operating 365 days and shops operating 5 days a week, as well as managing employees' job characteristic factors, work-family conflict, and even quality of life.

• Journal of the Korean Dietetic Association
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• v.13 no.1
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• pp.38-49
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• 2007

The purpose of this study was to determine the attributes and factors of brand personality for contract foodservice management companies. Self-administered questionnaires were distributed to five students at universities operating under the top five companies in contract foodservice management. The following statistical analyses were conducted for the data assessment: descriptive analysis, t-test, ANOVA, reliability analysis, and factor analysis, using the SPSS Win(12.0) package program. From these analyses we divided a company's brand personality into the following five functional and emotional elements: sensibility, sincerity, confidence, competence, and excitement. Based on these five elements a total of 26 scales were developed to measure brand attributes of the companies. The variance was explained by 19.29% of sensibility, 17.65% of sincerity, 15.71% of confidence, 14.06% of competence, and 13.62% of excitement. The calculated Cronbach's alpha was more than .90 for all the scales measuring the five attributes, indicating good internal consistency. There were significant differences in sensibility(p<.01), sincerity(p<.001), creditability(p<.01), competence (p<.001), and excitement(p<.001) among the companies. In regards to overall brand personality, company a had a higher mean score for sincerity, while the other companies had higher mean scores for competence. Among the brand personalities, 'confidence' had the highest mean score with 3.36, followed by 'cooperation' (3.17), 'successful'(3.12), 'leadership'(3.11), and 'down-to-earth'(3.02).

• Journal of the Korean Dietetic Association
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• v.2 no.1
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• pp.92-104
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• 1996

Contract Managed foodservice has been expanded rapidly in university foodservice operations. The purposes of this study were to examine customers and administrators' preference concerning operation format, the decision making components for operation format, and administrators' attitudes concerning contract managed and self-operated foodservice. Two types of questionnaires were developed and implemented. Customer and administrator's questionnaires were distributed to 900 university students and 27 administrators respectively, and 831 customers and 24 administrators were responded with a response rate of 92.3% and 88.8% respectively. Statistical data analysis was completed using the SPSS programs for descriptive analysis, $x^2$-test, ANOVA, and T-test. The results of this study can be summarized as follows 1. In deciding foodservice operation format, the components customers considered were the ability to provide variety of meal items, aesthetic and safe food(62.6%), the ability to provide a food with competetive low price(22.1%), and the ability to provide adequate service and nutrition information. On the contrary, the components administrators considered were the ability to provide variety of meal items, aesthetic and safe food(66.7%), the ability to relieve administrators of managerial burden of the foodservice operation(12.5%), and the ability to invest facility(8.3%). 2. The average score of attitude on contracted and self-operated management activities were 3.41, 3.10 respectively. University administrators evaluated that contractors performed financial management activities more effectively. 3. University administrators with contracted or self-operated foodservice favored their own current operation format.