• 한국식품조리과학회지
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• 제20권3호
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• pp.247-255
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• 2004

The foodservice industry is changing more and more from on-site foodservice management to contract foodservice management. However there are differences according to the level of management and operation of contract foodservice management company (CFMC). The necessity of certification on CFMC is increasing to enable fair discrimination of CFMC among most clients that want to contract with CFMC. This study was performed to identify the foodservice operation evaluation model's criteria items for certifying CFMC. The analysis research methods included literature review, content analysis, individual interview, Delphi technique, and brain storming. First, the following infrastructure items were prepared in the contractor's viewpoint: procurement, transparency of operation, menu development and operation system, nutrition service system, professional employee education, sanitation andsafety management system, customer satisfaction system, facility system, management information system (MIS), business and economics. Second, the evaluation criteria required by the contractor on the client's view point was similar to school foodservice, hospitalfoodservice, and business andindustry foodservice except extraordinary items of field. Third, evaluation criteria and detail categories and items were identified such as financial focus, customer focus, process focus, human focus, and renewal and development by grafting on intellectual capital evaluation methodology for CFMC.

• Journal of Nutrition and Health
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• 제38권9호
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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.

• Journal of Nutrition and Health
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• 제39권4호
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• pp.417-425
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• 2006

The purpose of this study were to a) investigate operation of human resource in contract foodservice management company (CFMC), b) identify the staffing indices for the establishment an labor productivity for CFMC, and c) develop standardized model of staffing demand as foodservice's scale in CFMC. The data was collected using FS intra-net system from 138 contract-managed foodservice operations in A CFMC and statistical analysis was completed using the SAS/win package (ver. 8.0) for description analysis, ANOVA, Duncan multiple comparison, pearson correlation analysis, and regression analysis. The types of operation were included factory (45%), small scale operation (26%), office (11%), department store (10%), training institute (4%), and hospital (3%). The distribution of foodservice scale was classified by meal served was as follows; 'less than 500 meals (47%)', 'from 500 to 1500 meals (25%)', 'from 1500 to 2500 meals (17%)', and 'more than 2500 meals (12%)'. There was two types of contract method, fee-contract (53%) and profit-and-loss contract (46%) Some variables were significantly high operation indices such as selling price, food cost, monthly sales, net profit and others were significantly low operation indices such as labor, meal time a day in the small foodservice on meal scale (p<.001). The more foodservice was large, the more human resource was disposed on dietitian, cook, cooking employee altogether (p<.001). Foodservice in A CFMC was divided into 2 groups by 500 meals a day, according to comparative analysis of labor productivity as meal scale per working hour, meal scale a day and operation indices as meal per foodservice employee, meal per cooking employee (p<.001). The regression equation model was developed as 'the number of employees=1.82+0.014 ${\times}$ meal served' in the operation of less than 500 meals, 'the number of employees=9.42+0.013 ${\times}$ meal scale a day -0.94 ${\times}$ meal scale per working hour' in the operation over 500 meal scale using labor productivity indices and operation indices. Therefore, CFMC could be enhanced efficiency of human resource arrangement using the standardized model of staffing demand and would be increased effectiveness of profit.

• 한국식품조리과학회지
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• 제32권6호
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• pp.745-753
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• 2016

Purpose: This study was conducted to provide basic data for human resources management of hospital foodservice employees by determining their job characteristics, job satisfaction, and organizational commitment according to recent hospital environment changes. Methods: Our survey was administered to 248 hospital foodservice employees in Busan area from September 1 to September 25, 2014. A total of 158 questionnaires were used for final analysis. Results: The mean score of job characteristics showed significantly difference by work experience (p<0.001), annual salary (p<0.01), and cooking certification (p<0.05). Job satisfaction had significantly difference by the age (p<0.05), annual salary (p<0.001), and turnover intention (p<0.001). Organizational commitment showed significantly (p<0.001) difference by age, work experience, and annual salary. There was positive correlation (p<0.001) between organizational commitment and job characteristics, job satisfaction. Organizational commitment had significantly positive correlation with skill variety (p<0.001), feedback (p<0.01), and task significance (p<0.001) of job characteristics, with work (p<0.001), pay (p<0.001), and co-workers (p<0.001) of job satisfaction. Job characteristics (${\beta}=0.249$, p<0.001) and job satisfaction (${\beta}=0.380$, p<0.001) had positive influences on the organizational commitment(p<0.001). In sub factors of job satisfaction, work (${\beta}=0.291$, p<0.001) and pay (${\beta}=0.252$, p<0.01) had positive influences on organizational commitment. Conclusion: To develop the organizational commitment, hospital managers need to reinforce responsibility and fulfillment by job enrichment and to consider increasing salaries to get a higher satisfaction from foodservice employees.

• 대한영양사협회학술지
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• 제14권1호
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• pp.87-96
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• 2008

The purposes of this research were to investigate in-patients' perception on foodservice quality and to examine factors influencing their meal consumption at hospitals. Three general hospitals with over 400 beds in Seoul and Chon-An agreed to participate in the research. A total of 516 in-patients of the hospitals were surveyed on their meal consumptions, reasons of plate wastes, perceptions of foodservice quality, and demographic information. A response rate was 76% after excluding responses with significant missing data. On average the regular diet patients consumed 72%, 69%, and 68% of rice, soups, and side dishes served, respectively; the therapeutic diet patients consumed less than 70% of the meals they were served. The consumption rates did not differ significantly by diet type, gender, age, and hospitalization period. Among the therapeutic diet patients, those who had nutrition education consumed significantly more rice than the others (p<0.05). The main reasons why the patients did not eat all food served were 'lack of energy' and 'not tasty'. The patients' perception on foodservice quality was low; the therapeutic diet patients perceived more negatively than the regular diet patients in 'keeping hot food hot, cold food cold(p<0.05)', 'maintaining consistency of taste(p<0.01)', and 'providing nutrition information(p<0.01)'. To achieve the goal of the foodservice at hospitals, the dietitians can use the findings of the research in developing and implementing strategies to improve the patients' meal consumption. Recipe standardization, employee training, and production management will be useful for improving food quality and nutrition education on therapeutic diets for the patients will improve their meal consumption at hospitals.

• 대한영양사협회학술지
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• 제2권1호
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• pp.10-19
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• 1996

The purpose of this study were to improve in foodservice system, and to evaluate the satisfaction of patient meal. Two General Hospitals (A & B) in Ewha Womans University college of Medicine were selected for this study. The survey questionnaire consisted of general backgrounds and foodservice evaluation. We chosed factors which may influence meal satisfaction such as meal time, amount, optimal temperature, taste, quality, sanitary condition, and employee' s kindness. One-way ANOVA and Pearson' s correlation were used as statistical methods. The results can be summarized as follows 1. In meal time, for the A&B hospitals were 3.46$\pm$0.93 3.63$\pm$0.76 respectively. 2. In cold foods for the A&B hospitals were 3.23$\pm$0.89 3.52$\pm$0.78 respectively while in hot foods 3.29$\pm$1.02 3.27$\pm$0.90 respectively for A&B hospitals. 3. In taste for the A&B hospitals were 2.81$\pm$0.96 3.01$\pm$0.95 respectively. 4. In quality were 2.93$\pm$0.92 3.25$\pm$0.91 respectivly. 5. In amount were 3.38$\pm$0.95 3.36$\pm$0.98 respectively. 6. In sanitary condition for the A&B hospitals were 3.55$\pm$0.88 3.12$\pm$0.97 respectively. 7. In kindness were 3.11$\pm$0.87 3.32$\pm$0.76 respectively. 8. Quality, taste, meal time, kindness, sanitary condition, temperature, amount, age, duration, and room grade were significantly correlated to the satisfaction of patient meal in order.

• Journal of Nutrition and Health
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• 제38권10호
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• pp.880-894
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• 2005

The purposes of this study were to a) measure the IC identified of CFMC (contract foodservice management company) ,b) examine IC circumstance of CFMC, c) evaluate practically IC measurement tool of CFMC, and d) present information for selecting an adequate CFMC to clients. The questionnaires of IC measurement were handed out to 108 CFMCs, there composing of main office employees, foodservice managers, customers, and clients of 207 school,38 hospital, and 86 husiness/industry foodservices. The statistical data analysis was completed using SPSS Win (ver 12.0) for descriptive analysis, t-test, Mann-Whitney U test. 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 specialized in the school foodservice field and managed an average of 66 clients for the contract period of 2 years and 3 months. Second, the respondent companies had gotten a score of 77.78 points for the total average, 77.7 points in the large enterprise group and 78.1 points in the small and medium-sized enterprise group. Therefore, the minimum number of points for the accrediting license on Qualification is suggested to be over 70 out of a 100 point scale; this study would be serve as reference for the certification license on qualification. On the level of evaluation category, the scores were 14.15 to 20 points on $\ulcorner$finance$\urcorner$, 19.24 to 25 points on $\ulcorner$customer$\urcorner$, 19.33 to 25 points on $\ulcorner$process$\urcorner$, 14.31 to 20 points on $\ulcorner$human resource$\urcorner$, and 8.6 to 10 point on $\ulcorner$renewal and development$\urcorner$ . $\ulcorner$Renewal and development$\urcorner$ and $\ulcorner$customer focus$\urcorner$ received better grades than other evaluation categories. Third, $\ulcorner$Finance$\urcorner$ indicated similar distribution overall. Small and medium-sized companies had lower grades than large companies on 'market ability' of $\ulcorner$customer$\urcorner$ , but, clients of small and medium-sized companies had higher grade for 'client satisfaction' than large companies. Most of the companies supported 'infrastructure support for foodservice operation' of $\ulcorner$process$\urcorner$ by the main office of CFMCs, but, the branch chain offices of CFMCs were not applied efficiently. Large companies made more effort to improve the 'employee ability' of $\ulcorner$human focus$\urcorner$ than small and medium-sized CFMC. The 'research and development cost' of $\ulcorner$renewal and development$\urcorner$ was increased compared to the previous year. In conclusion, if CFMCs were to perform self-evaluation and a routine checkups by utilizing CFMC's IC measuring tool, improvements in CFMC operational capacities as well as foodservice quality can be noted. (Korean J Nutrition 38(10)'880$\sim$894,2005)

• 대한영양사협회학술지
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• 제12권4호
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• pp.313-328
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• 2006

This study was objectively performed to identify dietitians' job in the elderly health-care facilities, to assess facilities and dietitian's demographic characteristics, and to determine performance and importance of dietitian's job including the demand of therapeutic diet development. Survey was conducted by mail and samples were the dietitians working in 376 facilities which capacity is over 50 members from nationwide 583 the elderly health-care facilities. Returned questionnaire was 102 and used for statistic analysis. The distributions of the elderly health-care facilities showed 39 the elderly nursing facilities(38.2%), 32 skilled nursing facilities (32.4%), 13 geriatrics hospital facilities(12.7%) and 9 the elderly cost nursing facilities(8.8%). 60.0 percent of the samples showed its menu price as 1,000 to 1,500 won. A cycle-menu program was in-use at the 79.0% facilities, but only 7.1% facilities have been introduced a selected menu system. 92.9% facilities employed only one dietitian. In the demographic characteristics of dietitian only 14.7% dietitian had a clinical dietitian license and 51.5% of respondents answered at least 1 to 3 months internship program is needed. Job activities of the dietitian in the elderly health-care foodservice were identified as 45 activities with 9 dimensions. Job performance score evaluated dietitian oneself was 4.71 of 7 points. The average importance score that the dietitian evaluated their own job was 5.66 points of 7. The job activities shown higher importance but lower performance were therapeutic diet development for in-patients, menu development suitable for taste of the elderly, and leadership. Job performance score by characteristics of dietitian and their elderly health-care facilities was significantly associated with experience of dietitian in elderly health-care (F=4.480, p<0.05), education of dietitian(F=2.659, p<0.01), number of dietitian(F=2.245, p<0.05), and number of employee in foodservice(F=2.607, p<0.05). Most common diseases of the aged was proved as hypertension(81.7%), diabetes mellitus(71.4%), and dementia(65.0%). The therapeutic diets frequently provided were diabetes mellitus diet, dysphagia diet, low sodium diet, high fiber diet, and high protein diet, in order. For those reasons, dietitian in the elderly health care emphasized that the information about therapeutic diet development such as diabetes mellitus diet, dysphagia diet, low sodium diet and hypertension diet must be continuously developed and provided. The result from this study can be applicable to enlarge and enrich job activities of dietitian in elderly health-care foodservice.

• Journal of Nutrition and Health
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• 제20권6호
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• pp.442-455
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• 1987

The purpose of the study were to assist foodservice managers in complex decision making by utilizing computerized cost accounting system and to relieve managers from repetitive and routine tasks so that more adequate patient care and consultation can be provided. The scope of the computer-assisted cost accounting system consists of budget, menu planning, purchasing, inventory, cost control and financial reporting. The content of the computerized system are summarized as follows ; 1) For budgeting monthly income was estimated by calculating unit cost of each meal and forecasting serving numbers. The actual serving numbers for patients and employees were totaled everyday, and utilized as the basic data base for estimating income and planning menu. The monthly lists of meal sensus were generated. 2) for menu planning concersion factors were computed based on the standarized recipe for 50 servings. Daily menus for patients and employees which include total amounts of each ingredient and cost analyzed information were generated. 3) Daily and monthly purchasing report for each food item classified by patient and employee meals were generated. 4) Inventory transactions such as recipts and issues were totalized daily for each stocked item, and monthly inventory reports were generated. 5) Cost analysis reports for each menu item were generated into two ways based on the budget coat as well as the purchasing cost. 6) Editing new recipes and updating food costs change to the data base were carried out. 7) Financial reports were generated monthly, first-half and second-half of the year, and yearly basis.

• 대한영양사협회학술지
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• 제9권2호
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• pp.128-137
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• 2003

The purposes of this study were to investigate the current status of contracted hospital food services and to find out the difference in accordance with the number of beds in hospitals. Thirty six hospitals having more than 100beds in Seoul, Inchon and Kyungkido were the subjects of this study. Data was collected through surveys. The survey was conducted during March and April in 2002. The Questionnaires were mailed to the 36 directors of dietetic departments of the hospitals and 36 managers of contracting patient food services. Statistical analysis was completed using SPSS Win(11.0) for descriptive analysis and t-test. The results of the study are summerized as follows; Ⅰ. Hospital perspective : The range covered by contract food service was 63.3% and 36.7% in hospital food services, and medical nutrition services. The patient and employee food services were in 83.3%, and patient food services were in 6.7%. The methods selecting contractors are general, limited, selected and competitive biddings, and private contracts. The responsibility for supervision of contract food services was the dietetic department (51.7%) in most cases. Hospitals having personnel responsible for contracting affairs were in 75.9% of the cases and 24.1% did not have personnel. The biggest reason for contracting was facilitation of personnel management. The most important criteria on selecting food services contractors was the professionality of the contractor. Ⅱ. Contractor's perspective : The cost per meal in the year 2001 was composed of 1,905 won for food cost, 1,081 won for labor cost, 222 won for expenses, 114 won for VAT, 14 won for rent and 146 won for miscellaneous or controllable expense, representing 109 won loss per meal. The profit-and-loss contract cost is higher than the fee-contract cost. The ratios of food cost, labor cost and expenses are higher and the ratios of miscellaneous or controllable expense, VAT, rent and profit are lower in hospitals with more than 400 beds compared with those less than 400 beds. However, no significant differences are present between these two groups of hospitals. The actual contract period was 2.2 years upon initial contract and 1.2 years upon renewal. The initial investment cost was 53 million won and the cost of renovation and repair was 8.5 million won. Significant differences were present between two groups of hospitals. The conditions of employment and number of personnel hired by contractors for contract patient food services were significantly different according to the number of beds.