• Journal of the Korean Society of Food Science and Nutrition
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• v.34 no.8
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• pp.1210-1218
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• 2005

This study was to investigate the sanitary knowledge and its practice level of school foodservice employees in Jeonju area. A total of 508 questionnaires were usable; resulting in 79.0$\%$ response rate. Statistics data analysis was completed using the SPSS 10.0 program. The results of this study were summarized as follow : About 62$\%$ of school foodservice employees were 41 $\∼$50 years old and 84$\%$ of them had a irregular job and they had a sanitation training at least once a month. The school foodservice employees had more knowledge about 'personal hygiene' than that about 'equipment and facilities sanitation', 'foodborn disease and food microorganism' Their hygiene practice level were high for 'equipment and facilities sanitation' (4.90$\pm$0.25) and were lesser in the order from 'foodborn disease and food microorganism'(4.86$\pm$0.30), 'personal sanitation'(4.79$\pm$0.34) and the least for food processing hygiene (4.70$\pm$0.37). As a result of relationship between knowledge and hygiene practice level, knowledge of school foodservice employees was not influenced on tile hygiene practice level during their working.

• Proceedings of the KSCN Conference
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• 2003.05a
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• pp.131-131
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• 2003

단체급식에서 특정 다수인을 대상으로 계속적인 식사를 제공하기 위해 대량조리기기를 이용한 대량조리기법을 사용하고 있으나, 단체급식의 역사가 짧은 우리나라는 식단의 효율적 운영을 위해 급식인원에 따른 주방 면적 및 대량조리시설 기준의 연구와 개선이 미비한 실정이다. 특히 한끼식사의 구성이 대부분 1식 3찬 1국의 형태이므로 주방조리기구는 다양한 작업의 능률향상을 위해 계속 보완ㆍ개선되어야 한다. (중략)

• Journal of the Korean Society of Food Culture
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• v.25 no.3
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• pp.312-323
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• 2010

The objective of this study was to examine the effects of relationships between food service companies and their client companies by surveying employees working at cafeterias among a food service companies' client companies. For this purpose, previous research was reviewed, and confirmatory research was conducted using a questionnaire. In the questionnaire survey, the subjects were sampled through convenience sampling from the client companies of A Food Service Company, and 182 valid questionnaires were used in the analysis. The results of this study are summarized as follows. First, the characteristics of the relationship between the food service company and its client companies, which were reputation, communication, operation skill, and contact-point employees' service quality, had a significant effect on trust, and the effect was high in the order of contact-point employees' service quality, communication, operation skill, and reputation. Satisfaction was significantly affected by reputation, operation skill, and contact-point employee' service quality, but not by communication. The effect was high in the order of contact-point employees' service quality, reputation, and operation skill. In addition, reputation, communication, operation skill, and contact-point employees' service quality had a significant effect on long-term orientation, and the effects were high in the order of reputation, contact-point employees' service quality, communication, and operation skill. Second, with regard to the quality of relationships between a food service company and its client companies, trust had a significant effect on satisfaction. Third, among the factors related to the quality of relationships between the food service company and its client companies, trust and satisfaction had a significant effect on long-term orientation, and the effect of satisfaction was higher than that of trust. This study has scientific significance as one of only a few studies on factors affecting the long-term relationship between food service companies and their client companies, along with managerial implications that contact-point employees' capabilities are most important in service businesses, and thus efforts should be made at employing and educating them properly.

• 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.

• Journal of Nutrition and Health
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• v.38 no.10
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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)

• Journal of Nutrition and Health
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• v.30 no.10
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• pp.1229-1243
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• 1997

The purpose of this study were to :(a) investigate meal costs, plate waste costs, and advantages/disadvantages of conventional /commissary foodservices and (b) compare the effectiveness of commissary foodservice systems with that of conventional systems. Questionnaires were developed and mailed to 136 schools in Kyonggi-do. A total of 106 questionnaires were usable, resulting in a 77.9% response rate. Teacher's teaching of good food habits and students satisfaction with school foodservices were surveyed in three schools from each system. Moreover, plate waste was measured to express cost and benefit in currency. Data were analyzed using the SAS package for description analysis, t-test, $\chi$$^2$ test, ANOVA, and the Vilcoxon rank sum test. Approximately seventy percent of 294schools in Kyonggi-do were operating commissary systems and most of them were of the rural (reduced paid) type. The number of meals served varied significantly between types of foodservice. The results of this study indicated that average food , labor utility , and supply costs were saved in the commissary system and that the total meal cost/person for a day was 1218.7 won compared to 1452.4 won in the conventional system. Though total meal costs were saved in the commissary system, dietitians had difficulties cooperating with school foodservice committees and supporters associations, especially in satellites of the commissary system. In addition, dietitians and teachers in the commissary system did not carry out teaching activities on good food habits to students as often as in the conventional system. Other problems that dietitians recognized in the commissary system were difficulties in training employees and parents for portion control and serving relatively simple menus. Students, as customers of school foodservices, are very important for system evaluation . Students in the commissary system scored of food itself , cleanliness of tableware, waiting time, quantity of meal and food temperature significantly lower than students in the conventional system. Moreover , the rate of plate waste was 20.5% in the commissary system as compared to 3.3% in the conventional system. Cost-effectiveness (saving 233.7won/person/day) is the main benefit of the commissary system. However , because of lower satisfaction scores and a highest plate waste rate, 201.9won/ person were wasted in the commissary system. The results of this study suggest that increasing the number of meals served within a commissary system might maximize the efficiency of the system, but increasing the number of satellites is not recommended because it might be out of dietitians control in many aspects.

• Korean Journal of Community Nutrition
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• v.25 no.5
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• pp.374-385
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• 2020

Objectives: This study was conducted to examine the status of foodservice management, with special interest on sanitary and nutritional food service in elderly day care centers. Methods: A total of 79 employees who managed foodservice facilities in elderly day care centers were included in the survey. The contents of the questionnaire consisted of general characteristics, importance and performance of sanitary and nutrition management, the reasons for poor performance, factors necessary for improvement, and the employee's demand for support. Data analysis was conducted using the SPSS v25.0. Results: Sanitary management showed an average importance score of 4.84 ± 0.40 and a performance score of 4.70 ± 0.61 (t-value: 8.260). The item with the lowest performance score was personal sanitary management (4.58 ± 0.71). In nutrition management, the average importance score was 4.52 ± 0.68, and the performance score was 4.20 ± 1.00 (t-value: 9.609). There were significant differences between the average score of importance and performance in both areas. As a result of an Importance-Performance Analysis, items that were recognized as important but had relatively low performance was "personal hygiene", "ventilation" and "food storage". Also in the nutritional management area, "menu planning for disease management" and "checking the saltiness in the soup" etc. had very low performance with low importance recognition. The items shown in the "low priority" quadrant were those that required professional management skills. In the areas that demanded support in foodservice management, education about sanitary and safe institutional food service had the highest score (4.42 ± 0.74), and all other items showed a demand of 4 points or more. Conclusions: Foodservice managers recognize the importance of foodservice facility management but performance is relatively low. Institutional support is, therefore, needed to improve performance. For items with low importance, it seems necessary to improve awareness of the necessity of these items and to provide education in this regard. To gradually improve foodservice management, continuous provision of education and training in these areas are of great importance.

• Journal of the Korean Society of Food Science and Nutrition
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• v.44 no.4
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• pp.610-618
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• 2015

The purpose of this study was to analyze differences in emotional labor strategies, burnout, and work engagement according to general characteristics of school foodservice employees as well as verify differential effects of two emotional labor strategies on burnout and work engagement. Our survey was administered to 400 school foodservice employees in Gyeongbuk from March 3 to April 25, 2014. A total of 358 completed questionnaires were returned, and 350 questionnaires were used for final analysis. For verification of mean differences, the mean scores for surface acting, deep acting, burnout, and work engagement were shown to be 2.38/5.00, 3.46, 2.67, and 3.41, respectively. The mean surface acting was significantly different according to cooking certification (P<0.001), turnover number (P<0.001), salary (P<0.001), and school level (P<0.01). The mean deep acting was significantly different according to educational background (P<0.001), cooking certification (P<0.001), employment status (P<0.001), salary (P<0.001), school level (P<0.01), and meal service time (P<0.05). The mean burnout was significantly different according to educational background (P<0.01), cooking certification (P<0.05), employment status (P<0.001), school level (P<0.001), and meal service time (P<0.001). The mean work engagement was significantly different according to cooking certification (P<0.001), employment satus (P<0.001), salary (P<0.001), school level (P<0.01), and meal service time (P<0.05). Verification of causal models found that surface acting and deep acting increased burnout and deep acting, respectively (research model). Additionally, surface acting did not influence work engagement, and deep acting did not influence burnout (alternative models). In other words, we identified that emotional labor strategies have differential influences on burnout and work engagement. Finally, implications and limitations of this study are discussed.

• Journal of Nutrition and Health
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• v.45 no.4
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• pp.362-371
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• 2012

This study aimed at investigating the perception and action plans of the school breakfast program (SBP) proposed by nutrition teachers and dietitians at elementary, middle, and high schools in Gyeongbuk province. The survey was carried via questionnaires throughout April to May 2010. Two hundred ten questionnaires were returned (52.5%) and out of the total, 194 were used for analysis. Of the respondents, 73% disagreed and 27% agreed to the implementation of SBP, although most respondents agreed to the importance of eating breakfast in children. The percentage of disagreement was higher among subjects with working experience of 15 years and more, age of 40 years and more, and those who were employed at elementary schools. The primary reasons of disagreement were 'eating breakfast with family is better' and 'it increases the cost of school foodservice'. The respondents preferred students' optional participation (62.9%) over universal participation (37.1%) of SBP. Action plans of SBP, which were proposed by nutrition teachers and dietitians, included direct operating system by the school, food delivery schedule prior to the day of serving, 2-3 hours of preparation time, serving food 50 minutes before the start of classes, and convenient style menu served at the school cafeteria. Efforts to lessen foodservice employees' workload as well as support from school principals and the Office of Education were suggested as prerequisites for a successful SBP implementation.

• Korean Journal of Community Nutrition
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• v.2 no.2
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• pp.206-217
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• 1997

This study was designed to analyze and compare production management practices and labor productivity between conventional and commissary school foodservices and 46 dietitians of commissary school foodservices in Kyunggi-do. The response rates were 89.7% and 91.3$\%$, respectively. The number of meals served was ranged from less than 100 to over 1, 900 in conventional school foodservices and from 200 to 1, 600 in commissary foodservices. Thirty three conventional foodservices(42.3%) produced less than 300 meals per day. Numbers of satellite school per central kitchen were ranged from 1 to 5 schools ; fifty percent of commissary foodservices have contained 3 satellite schools. Meals for satellite schools were transported between 11:00 a.m.and 12:00 a.m ; transportation time was from 10 to 90 minutes. Waiting time before service in satellite schools was between 10 minutes and 80 minutes. Part time employees supported by parents were hired in 37.3$\%$ of conventional and 50$\%$ of commissary school foodservices. Voluntary workers were supplied for 64.9$\%$ of conventional and 52.4$\%$ of commissary school foodservices. Labor productivity was calculated from work schedule. Labor productivity(labor minutes per meal)was lowest in foodservices with 101-4-- meals(8.48 min)was lower than that of foodservices with above 401 meals ; no significant differences were found among 401-700(6.02 min), 701-1, 100(4.01 min), 1, 101-1, 500(3.41 min), and 1, 501-1, 900(3.15 min)meals in conventional foodservices. Labor minutes per meal of foodservices which served less than 400 meals(6.90 min) per day was significantly lower than those of foodservices which served 401-1, 900 meal(3.41-4.92 min) in commissary foodservices(p<0.05)