• 한국조리학회지
• /
• 제13권1호
• /
• pp.11-23
• /
• 2007

This study focused on analyzing the relations of empowerment recognized by a five star hotel culinary team in job satisfaction, organizational commitment, and outcome. The purpose of this survey is to show a desirable culinary organization in hotel management. This survey was shared by two groups recognized as high empowerment and low empowerment groups, for job satisfaction, success, organizational commitment, and outcome measurements. This study presented the difference between recognizable high empowerment and the effects of low empowerment groups which showed positive effects on the high empowerment group compared with the low empowerment group. This means that positive effects on the three main factors of job satisfaction, success, organizational commitment, outcome measurements, and hotel culinary organizations are required empowerment for the new organization of management.

• 한국프랜차이즈경영연구
• /
• 제12권3호
• /
• pp.35-46
• /
• 2021

Purpose: The hotel industry needs a leader who can actively demonstrate leadership to respond to and accept changes in the organization in a highly competitive and fast-changing environment. Therefore, the role of leaders who instill clear vision and goals of the organization in their members, listen to their opinions, and empathize is paramount. Leaders should encourage successful organizational activities based on active participation by employees and create the best environment for working with a sense of mission and responsibility. This study aims to identify the relationship between empathy leadership and job engagement as a result variable of team cohesion in the hotel culinary department and conduct empirical studies on the role of empathy leadership and job engagement. Research design, data, and methodology: The data were collected from employees who work in culinary department at a five-star franchise hotel located in the Seoul metropolitan area. Because it is difficult to conduct a survey through face-to-face contact with employees due to the COVID-19 pandemic, the online survey was conducted from February 1 to February 28, 2020. A total of 330 questionnaires through online were distributed and 268 employees completed the survey, yielding a response rate of 81%. Of the 268 returned responses, 27 responses were not usable due to missing information. Thus, a total of 241 responses were used for analysis. Results: The study results are as follows. First, it has been shown that the empathy leadership of culinary department in hotel companies has a significant positive impact on the job engagement. Second, it has been shown that job engagement has a significant positive effect on members' team cohesiveness. Third, empathy leadership of hotel companies' culinary department has a significant positive impact on members' team cohesiveness. Fourth, job engagement has a significant positive (+) mediating effect in the relationship between empathy leadership and team cohesiveness in culinary department. Conclusion: This study supports the theory that an emotional and empathic leader's behavior or ability can change the effectiveness or atmosphere of a rapidly changing hotel culinary team organization by presenting a research model on the effect of empathic leadership on job engagement and team cohesiveness. And hotel chefs should be more aware of the importance of empathic leadership and make them a human resource of the organization through formal and informal communication with culinary employees.

• 한국조리학회:학술대회논문집
• /
• 한국조리학회 2005년도 제7차 하계 해외연수 및 국제학술대회
• /
• pp.91-125
• /
• 2005

The purpose of this study is explored the determinant of job satisfaction focused on work convenience and self-efficacy, physical culinary environment. And we have studied the structural relations among physical culinary environment work convenience and self-efficacy to job satisfaction. We find that self-efficacy and work convenience has highly effected job satisfaction compared to physical culinary environment. We conclude that the study of hotel culinary employees has provided new and important insights into the way in which people in hotel culinary behave, and we offer advice for managers to enable them to develop and to maintain a positive job satisfaction of hotel culinary employees.

• 한국조리학회지
• /
• 제9권3호
• /
• pp.1-21
• /
• 2003

Domestic hotel businesses are confronted with new market circumstances. Clear accounting and moral management in company which have been reserved or ignored during the past high economic growth period were emphasized. As global standard such as international standard of accounting system, clear accounting, international standard management, and flexibility of employment are emphasized, which is different management is now accomplishing. During these system changes, organization member's identity was threatened a lot. So organization members were required to adopt new environment. Hotel have influence on organizational accomplishment, thought and behavioral response of organization members according to cultural type and share of organization culture. This study are focused culinary team culture as subculture in hotel. What kind of culture more effective to the culinary group\ulcorner What kind of culture are grouped each hotel, include difference imported brand hotel and domestic brand hotel.

• 한국프랜차이즈경영연구
• /
• 제12권3호
• /
• pp.7-19
• /
• 2021

Purpose: The hotel industry needs a leader who can actively demonstrate leadership to respond to and accept changes in the organization in a highly competitive and fast-changing environment. Therefore, the role of leaders who instill clear vision and goals of the organization in their members, listen to their opinions, and empathize is paramount. Leaders should encourage successful organizational activities based on active participation by employees and create the best environment for working with a sense of mission and responsibility. This study aims to identify the relationship between empathy leadership and job engagement as a result variable of team cohesion in the hotel culinary department and conduct empirical studies on the role of empathy leadership and job engagement. Research design, data, and methodology: The data were collected from employees who work in culinary department at a five-star franchise hotel located in the Seoul metropolitan area. Because it is difficult to conduct a survey through face-to-face contact with employees due to the COVID-19 pandemic, the online survey was conducted from February 1 to February 28, 2020. A total of 330 questionnaires through online were distributed and 268 employees completed the survey, yielding a response rate of 81%. Of the 268 returned responses, 27 responses were not usable due to missing information. Thus, a total of 241 responses were used for analysis. Results: The study results are as follows. First, it has been shown that the empathy leadership of culinary department in hotel companies has a significant positive impact on the job engagement. Second, it has been shown that job engagement has a significant positive effect on members' team cohesiveness. Third, empathy leadership of hotel companies' culinary department has a significant positive impact on members' team cohesiveness. Fourth, job engagement has a significant positive (+) mediating effect in the relationship between empathy leadership and team cohesiveness in culinary department. Conclusion: This study supports the theory that an emotional and empathic leader's behavior or ability can change the effectiveness or atmosphere of a rapidly changing hotel culinary team organization by presenting a research model on the effect of empathic leadership on job engagement and team cohesiveness. And hotel chefs should be more aware of the importance of empathic leadership and make them a human resource of the organization through formal and informal communication with culinary employees.

• 한국조리학회지
• /
• 제15권2호
• /
• pp.161-171
• /
• 2009

본 연구에서는 부산지역의 특1급 호텔 뷔페 레스토랑의 중대한 서비스 품질요인들을 확인하고, 고객 만족과 고객 충성도에 대한 영향을 파악하고자 한다. 이를 위해서 특1급 호텔 뷔페 레스토랑을 이용해 본 경험이 있는 고객 241명을 대상으로 설문지 조사하였다. 이설문문항은 SERVQUAL 모델을 기준으로 측정하였다. 그 결과 첫째, 특1급 호텔 뷔페 레스토랑의 서비스 품질들은 고객 만족에 유의한 영향을 미치고 있는 것으로 나타났다. 둘째, 특1급 호텔 뷔페 레스토랑의 고객 만족은 고객 충성도에 유의한 영향을 미치고 있는 것으로 나타났다. 셋째, 특1급 호텔 뷔페 레스토랑의 서비스 품질은 고객 충성도에 유의한 영향을 미치고 있는 것으로 나타났다.

• 한국조리학회지
• /
• 제16권4호
• /
• pp.53-63
• /
• 2010

이 연구는 호텔 조리사의 사회적 교환 관계가 심리적 소유감과 직무 만족, 조직 몰입에 미치는 영향을 살펴보고자 하는 것이다. 이를 위해 실증 분석을 실시한 결과는 다음과 같다. 첫째, 사회적 교환관의 요인 중, 팀-구성원 교환 관계, 조직 지원 인식이 높으면 높을수록 심리적 소유감이 높아지는 것으로 나타났다. 둘째, 사회적 교환 관계의 요인 중, 조직 지원 인식이 높으면 높을수록 직무 만족이 높아지는 것으로 나타났다. 셋째, 사회적 교환 관계의 요인 중, 팀-구성원 교환 관계, 리더-구성원 교환 관계, 조직 지원 인식이 높으면 높을수록 조직 몰입이 높아지는 것으로 나타났다. 넷째, 심리적 소유감이 높으면 높을수록 직무 만족이 높아지는 것으로 나타났다. 다섯째, 심리적 소유감이 높으면 높을수록 조직 몰입이 높아지는 것으로 나타났다.

• 한국식생활문화학회지
• /
• 제24권5호
• /
• pp.506-517
• /
• 2009

This study was conducted to investigate the effects of 6 Sigma on menu management, work commitment and quality in the culinary division of hotels and family restaurants. In addition, this study sought to identify the effects of menu management, work commitment and quality performance on customer satisfaction. Furthermore the relationship between menu management and culinary quality was evaluated here. The subjects evaluated in this study were employees of culinary division of hotels and family restaurants that implemented or were about to adopt the 6 Sigma program. A total of 385 questionnaires were analyzed using factor analysis, a reliability test, and covariance structural analysis. The results revealed that the 6 Sigma program influenced menu management, work commitment and culinary quality. Moreover, menu management, work commitment and culinary quality performance were found to impact customer satisfaction and culinary quality performance. Based on these findings, culinary divisions of hotels and family restaurants should incorporate the 6 Sigma program as soon as possible. To implement this program, faultless data for the 6 Sigma program should be collected using sufficient preparation procedures. After the data were collected, a task force team should be developed, experts should be cultivated and employees should be trained as necessary. Finally, the current level of product and services should be measured and reported to all employees in the culinary division and a challenge spirit should be brought with understanding for the reason for implementation of the 6 Sigma program. In implementing the 6 Sigma program, the leadership of the top manager and the head of the culinary division is very important.

• 한국조리학회지
• /
• 제13권1호
• /
• pp.75-86
• /
• 2007

This study was carried out to find out the effect of food hygiene awareness on kitchen employees' performance in the banquet cuisine of five-star hotels in Seoul. 279 kitchen employees were asked to fill out the questionnaire, and the collected data were analyzed by SPSS package(version 11.0). First, results of analysis on food hygiene showed that there were four factors, each respectively named as, food security regulations, food storage, period of circulation of food, and food safekeeping. Second, after analyzing each item in whole according to each of the factors, the average degree of priority on food hygiene in general was 4.52. Results according to each of the elements showed that food security regulations(4.56) and period of circulation of food(4.55) were considered as a priority. After analyzing the difference between the degree of priority and degree of performance according to each of the factors, it was found out that the latter was significantly lower than the former in all factors. Third, after analyzing the difference of food hygiene priority in accordance with general characteristics, statistically significant difference was only shown in education(F=3.308, p<0.05) and class(F=4.418, p<0.01). Fourth, after analyzing the difference of food hygiene performance in accordance with general characteristics, the only significant difference was found in food security regulation of education(F=4.418, p<0.01) and food security regulation of class(F=3.859, p<0.01). Fifth, after analyzing the effect of cook's awareness of priority on food hygiene on the degree of performance, it was found out that the awareness of priority on food hygiene had a positive effect(+) on the degree of performance. Therefore, we can conclude that as kitchen employees recognize the priority on the food hygiene better, their degree of performance was higher.

• 한국식품조리과학회지
• /
• 제24권6호
• /
• pp.818-828
• /
• 2008

A recurrent theme within the literature on the 6 Sigma program is the study of its effect on organizational performance. Therefore, the aim of this study was to investigate the effect of 6 Sigma on culinary quality performance, work commitment, and customer loyalty in the culinary division of hotels and family restaurants. The samples of this study included the employees of the culinary division of hotels and family restaurants that implemented or were about to implement the 6 Sigma program. A total of 248 questionnaires were analyzed with statistical methods of factor analysis, reliability test, and regression analysis. The findings of this study showed that the 6 Sigma program affected the culinary quality performance and work commitment of culinary division employees. Also, the 6 Sigma program, culinary quality performance and work commitment affected customer loyalty. Furthermore, work commitment affected culinary quality performance. Based on these research findings, it is required that the culinary division of hotels and family restaurants should incorporate the 6 Sigma program. For this purpose, good quality data should be collected with sufficient preparation procedures, and task force team should be made. Moreover, experts in this field should be cultivated, with the training of employees in mind. It is also crucial that the current quality of product and services be measured and that all the employees of the culinary division participate in the implementation of the 6 Sigma program. The intervention and heavy participation of the top management and head of the culinary division is expected for the successful implementation of 6 Sigma program.