• 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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• 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)

• 한국식품영양과학회지
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• 제33권10호
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• pp.1646-1652
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• 2004

단체급식의 효과적인 목표달성을 위해 조리종사원이 자신의 직무에 만족하며 일할 수 있는 분위기가 중요하다. 본 연구에서는 조리종사원이 인식한 영양사의 변혁적$.$거래적 리더십 유형을 확인하고 리더십 유형과 조리종사원의 직무만족의 상관관계를 파악하였다. 조리종사원이 인식하는 영양사의 리더십유형의 차이는, 카리스마(4.12), 지적자극(4.12), 개별적 배려(4.01)를 포함하는 변혁적 리더십(4.08)이 상황적 보상(3.99), 예외 관리 (2.70)를 포함하는 거 래적 리더십 (3.35)보다 더 강하게 인지하고 있었다. 조리 종사원의 연령 에 있어서 변혁적 리더십에서는40대 이상이 30대보다 영양사의 변혁적 리더십을 유의적으로 더 많이 인식하고 있었다. 학력에 따라서는 학력이 낮은 군에서 영양사의 변혁적$.$거래적 리더십 모두를 강하게 인지하고 있는 것으로 나타났다. 경력에 따른 차이는 경력이 많을수록 영양사의 변혁적 리더십을 더 잘 인식하고 있었다. 고용형태에 따라서는 계약직 조리 종사원이 정규직 조리종사원보다 영양사의 개별적 배려와 상황적 보상을 높게 인식하고 있었다. 급식소 유형에 따라서는 학교의 조리종사원이 산업체와 병원의 조리종사원에 비하여 영양사의 거래적 리더십을 유의적으로 높게 인식하는 것으로 나타났다. 특히 영양사의 상황적 보상은 병원에 비해 학교의 조리종사원이 높게 인지하는 것으로 나타났다. 영양사 나이에 따른 리더십 유형차이에서 변혁적 리더십의 경우 40세 이상의 영양사에 비해 40세 미만의 영양사가 변혁적 리더십의 발휘가 높은 것으로 나타났고, 거래적 리더십에 있어서는 유의적인 차이가 없었으며, 리더십 항목별로는 예외 관리에 있어서 40대 이상에서 다소 강하게 느끼고 있었다. 단체급식 조직에서 영양사의 변혁적$.$거래적 리더십 유형과 조리 종사원 직무만족과의 상관관계를 분석한 결과 리더십 유형과 직무만족도 간에는 예외관리를 제외하고 정의 상관 관계가 있었다. 그러므로, 조리 종사원의 직무수행시 자율성 범위를 넓혀 주어 직무만족도를 높여서 전문적인 급식환경을 조성하고 조직의 목표달성을 위해서 상황적 보상과 변혁적 리더십을 발휘할 때 조직성과가 높아질 수 있다.