• Journal of Nutrition and Health
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• v.49 no.1
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• pp.43-50
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• 2016

Purpose: This study was conducted to examine prerequisite-program performance of the hospital foodservice operation and develop measures for improvement of prerequisite-program performance. Methods: Data were collected through surveys administered to 168 hospital dieticians in the Seoul, Incheon, Gyeonggi-do, Daegu, and North Gyeongsang areas. Out of total questionnaires, 65 questionnaires were usable and the response rate was 38.7%. Statistical analyses were performed using the SPSS program (ver 20.0) for ${\chi}^2-test$ and one-way ANOVA. Results: According to the result of the prerequisite-program evaluation, the percentage of 'appropriate', 'needs to be improved', and 'inappropriate' was 44.6%, 47.7%, and 7.7%, respectively. The score for the 'inappropriate' group was significantly lower than that of the 'appropriate' group or 'needs to be improved' group on the food safety management (p < 0.001), preparation facility management (p < 0.001), water management (p < 0.001), and storage transportation management (p < 0.05) parts. Holding rate of foodservice facility and equipments in the 'appropriate' group were significantly higher than in the others on convection oven (p < 0.01), air conditioner (p < 0.01), three-compartment sink (p < 0.01), hot-holding equipment (p < 0.01), cold-holding equipment (p < 0.05), exclusive thawing refrigerator (p < 0.05), and sterilizer for sanitary shoes (p < 0.05) items. Conclusion: To improve the quality of hospital foodservice, foodservice managers and HACCP specialists should develop and implement a prerequisite-program and a HACCP plan considering the characteristics of the hospital foodservice operation.

• Korean journal of food and cookery science
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• v.17 no.2
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• pp.105-116
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• 2001

The current status of Korean hospitals on foodservice hygiene was evaluated by a survey in the March of 2000 from 96 hospitals in terms of general sanitation management, education and training, and from 35 hospitals on the observance of hygienic practices in the whole stages of foodservice, personal hygiene, and kitchen equipment and facility hygiene. The questionnaire was filled directly by the dietitian working in the subject hospital. The status of general sanitation management was satisfactory overall; however, the record-keeping or documentation of the practices was the weak point which needs to be improved. only 4% of the subjects appeared to have implemented HACCP for the hospital foodservice. Comparison of the hospitals in their observance rate of hygienic practice by the type of hospital, the location of hospital, the number of bed, and the separation of dietitian's duties as clinical nutrition and foodservice showed characteristic trends among the groups. General hospitals often showed better scores than tertiary hospitals in their observance rates. As the location of hospital moved from large cities to small towns, the observance rate for hygienic practice decreased. Hospitals with entrusted foodservice system showed better scores in hygienic practice than those with owner-operated one in the stage of planning and equipment/facility hygiene (p＜0.05). And the scores of the hospitals having dietitian's duties separated into clinical and food services were higher than the ones with un-separated duties. Detailed information obtained in this study would serve for the development of guidelines or programs to improve the hygienic level of Korean hospital foodservice.

• Journal of the Korean Society of Food Culture
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• v.12 no.1
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• pp.71-78
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• 1997

The productivity of a hospital foodservice system has a significant implication in hospital management as costs for labor and material increase, competitions among hospitals increase, and patients' expectations as to the quality of hospital services increase. The foodservice is characterized by its labor intensiveness. The objective of this study was to examine associations between operational and managerial factors and the productivity of dishwashing work in hospital foodservice systems. The labor productivity in 20 conventional food service systems was assessed and related to a number of influencing variables within the system. The productivity measurement was based upon the total dish equivalents as a ratio of the total direct and non-direct labor hours required to wash these dishes. 20 hospitals with more than 500 beds located in Seoul were surveyed to obtain data for study variables. Questionnaire and a survey form were mailed. Statistical methods used in this study were descriptive analysis and Pearson product moment correlation analysis. Hospital system characteristic which was found to correlate significantly with productivity was the ratio of dish loss. As this increased, the productivity level increased.

• Journal of the Korean Dietetic Association
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• v.19 no.4
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• pp.317-342
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• 2013

The purpose of this study was to evaluate the current state of foodservice and clinical nutrition management in a hospital-based nutrition department. Nutritional guidelines and survey reports of hospital evaluation programs from 2004 to 2009 were analyzed. In total, 275 hospitals in the first period and 288 hospitals in the second period were evaluated. The division of knife and chopping board use decreased from 97.2% in 2005 to 89.7% in 2008, the maintenance of a proper freezer temperature (below $-18^{\circ}C$) increased from 82.1% in 2004 to 97.7% in 2007 (88.9% to 97.4% from large hospitals and 69.8% to 86.5% from small/medium hospitals in 2005 and 2008, respectively). In tube-feeding management, the performance rate of material cold storage and the offer rate of tube-feeding were 65.9% and 94.2% in 2007, respectively. The cold storage of material, proper use within 24 hours after opening or production, and the use of an appropriate label were 47.3%, 71.2% and 67.2% in 2009, respectively. The rate of a management system for undernourished patients was 86.0% in 2007 (56.4% for large hospitals, 18.9% for small/medium hospitals) and 14.3% in 2009. In standards of nutrition support management, the performance rates of constructing a nutrition support team, the nutrition support team activity, and organizing multidisciplinary team were 66.7%, 43.6%, and 64.1% respectively, in 2004. For large hospitals, those rates were 61.1%, 36.1%, and 58.3%, in 2005, 93.0%, 62.8%, and 91.9% in 2007, and 69.2%, 43.6%, and 69.2% in 2008, respectively. The results of this study suggest standards on sanitary foodservice preparation, production, and tube-feeding production need to correspond with HACCP regulations for small/meidium hospitals in standards of a healthcare accreditation system. It will be necessary to understand the operating conditions of nutrition departments in convalescent hospitals, psychiatric hospitals, and geriatrics hospitals. As the application of accreditation is required from 2013, standards will need to be improved and continuously updated for healthcare accreditation.

• Journal of the Korean Dietetic Association
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• v.15 no.4
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• pp.364-382
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• 2009

The purposes of this study were to develop the standard indicators to evaluate the food and nutrition systems in hospitals and to test the validity of those items scientifically. The results were as follows: First, the conceptual validity was examined with recognition degrees of importance from the hospital nutrition department managers. All of the hospital nutrition department's operation evaluation standards and the indicators' conceptual validity tested were in the range of 3.71~4.93 out of 5.0, and the mean score was 4.36. Therefore, the conceptual validity was verified. Second, to verify the factor validity of the items of the standards and indicators for the hospital nutrition department's operation evaluation, the standards and indicators were analyzed as key-factors. Key-factor analysis after vertical rotation showed that four factors appeared and were composed of (a) facilities management, (b) sanitation management, (c) operation & foodservice management, and (d) nutrition management. Third, the reliability of the standards and indicators for the hospital nutrition department's operation evaluation was analyzed and resulted in a score of 0.98, which showed good internal consistency. Fourth, the discriminative power of each item of the standards for the hospital nutrition department's operation evaluation was tested by checking the differences between groups with first quartile and forth quartile of total evaluation scores. The indicators having low distinction power were modified into obligatory items or eliminated for better differentiation.

• Korean journal of food and cookery science
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• v.13 no.4
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• pp.402-409
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• 1997

Understanding the satisfaction and dissatisfaction of employees has been deemed important for smooth and efficient food service management. The aim of this study was to examine the relationship between the dishwashing employees' job satisfaction and the operational and managerial factors in hospital foodservice systems. A survey of twenty conventional hospital food service systems was undertaken and detailed information was collected from 280 dishwashing employees through mailed questionnaires. Dishwashing employees' satisfaction was evaluated by measuring their job attitudes towards four aspects of their job using the modified Job Description Index (JDI). Descriptive analysis and Pearson product moment correlation analysis were used to analyze the data. The dishwashing workers were found to be more satisfied with their interpersonal relations with co-workers than with work content, pay or promotional opportunities. The demographic variables including education, type of employment and work experience were significantly related to job satisfaction. As the ratio of supervisors to dishwashing workers increased, the degree of satisfaction in dishwashing workers increased significantly.

• Korean Journal of Community Nutrition
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• v.16 no.5
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• pp.602-612
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• 2011

The purpose of this study was to evaluate importance and performance of dietitian's task at long term care hospitals foodservices in the Busan Kyongnam area. The research was performed through using questionnaires and conducted from June 11 to July 16, 2010 for 186 dietitians at 141 long-term care hospitals. Seventy-two percent of hospitals had two dietitians and 69% of them had a dietitian's office. Fifty-two percent of dietitians has worked for less than 2 years at long term care hospital, and 37.1% of them worked additional tasks. Seventy-three percent of hospitals conducted a therapeutic diet program and the therapeutic diets frequently provided were diabetic diet > tube feeding diet > dysphasia diet > sodium controlled diet. Mean score for the importance (4.36/5.00) and performance (3.91/5.00) of dietitian's tasks were significantly different (p < 0.001). The importance and performance grid showed that the purchase-inspection management and sanitation-safety management were high scores to the importance and performance (doing great area), menu-foodservice management and cooking-working management were low scores to the importance and high scores to the importance (overdone area), and nutrition management was low scores to the importance and performance (low priority). Forty-three percent of dietitians agreed with the needs for role separation between foodservice dietitian and clinical dietitian.

• Journal of the Korean Dietetic Association
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• v.9 no.3
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• pp.197-208
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• 2003

This study was surveyed to provide the information on current operational practices and issues of contract-managed foodservice companies. Questionnaires were distributed to 79 contract-managed foodservice companies (eight large-size, 48 mid-size, 23 small-size companies) from March to May in 2002. The contract-managed foodservice companies provided averages of 269,184 (range 140,036-503,500), 14,837 (range 450-75,269), and 4,065 (range 930-8,050) meals daily from large, medium, and small-size companies, respectively. The companies managed to averages of 268.2 (160-619) foodservice contracts at large-size companies, 21.9 (5-63) contracts at mid-size companies, and 4.7 (1-10) contracts at small-size companies. The average numbers of dietitians were 298.6 (range 104-671) in large-size companies, 22.2(6-86) in mid-size companies, and 3.8(1-9) in small-size companies. The averages of sales were 156.5 billion at large-size companies, 6.7 billion at mid-size companies, and 1.7 billion at small-size companies in 2001. The contract was two types including management fee contract(5%), and profit and loss contract(95%). The cost ratios for office foodservice were 59.5% at food cost, 24.2% at labor cost, 6.3% at profit, and 10.1% at other cost. For hospital foodservice, the ratios were 54.0% at the food cost, 34.6% at labor cost, 3.0% at profit, and 11.8% at other cost. For high school foodservice, the ratios were 62.2% at the food cost, 21.5% at labor cost, 5.4% at profit, and 11.2% at other cost. When the contractors managed to the foodservice, the most important matters were the sanitation management and customer satisfaction. Also, the difficult problems were excess investment of equipments and low meal prices.

• Korean journal of food and cookery science
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• v.32 no.6
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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.

• Journal of the Korean Dietetic Association
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• v.10 no.3
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• pp.293-299
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• 2004

The purposes of this study were to : a) investigate the current status of contracted hospital food services, b) analyze and clarify various perspectives of contractors and hospitals. Thirty six hospitals and their contractors which were having more than 100 beds located in Seoul, Inchon and Kyungkido, were the subjects of this study. Data were collected through surveys. The survey was conducted during March to April in 2002. Questionnaires were mailed to the 36 directors of dietetic departments of hospitals and 36 managers of contract foodservice management company. Statistical analysis was completed using SPSS Win(11.0) for descriptive analysis, t-test and $x^2$-test. The results of the study can be summarized ; 1. The type of contract considered adequate by directors of dietetic departments and managers of contractors was fee-contract, combined type, followed by profit-and-loss contract. 2. According to the results from analysis on the contract cost per meal considered adequate by directors of dietetic departments and managers, the directors of dietetic department indicated that showing no difference with the current contract cost per meal. However, the managers of contractor indicated that showing significant differences compared with the current contract cost per meal(regular diet p<0.01, therapeutic diet p<0.001). 3. In the composition of contract cost per meal considered adequate, the managers of contracting businesses accounted labor cost (p<0.01) as a major cost, whereas the chiefs of nutrition departments accounted miscellaneous or controllable expense (p<0.001) and VAT (p<0.01) as major costs. 4. The directors of dietetic departments and managers thought that the hospital should be responsible for utility costs. On the other hand, directors of dietetic departments regarded that the contractor and managers thought that the hospital should pay for facility investment cost.