• The Journal of the Korea Contents Association
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• v.16 no.10
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• pp.226-234
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• 2016

This study aimed to research the effects of emotional labor of contingent workers in foodservice industry on job burnout, job satisfaction and turnover intention, and to achieve the purpose that it was needed to analyze the factors of emotional labor to research the effect of emotional labor on job burnout, and to research the effect of job burnout on job satisfaction and turnover intention. Data were collected from foodservice restaurants located in southern Gyeonggi province by face-to-face interview. The questionnaire was distributed of the 300 copies and used 271 in the analysis. The results are as followed; First, the factors of emotional labor were surface acting and deep acting. Second, surface acting had positive significant influence on job burnout. Third, deep acting had negative significant influence on job burnout. Four, job burnout had negative significant influence on job satisfaction and job burnout had positive significant influence on turnover intention. This research requires many studies about deep acting of contingent workers in foodservice industry.

• The Journal of the Korea Contents Association
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• v.7 no.12
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• pp.199-208
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• 2007

The Employment instability of current employees should be related to uncertainty of switching job for experienced ones. Therefore, the researcher would like to look into the influence which is taken by Job Insecurity after verifying Job Instability Recognition through employees and identification of the level into Trust in organization, In particular, for the employee who is working in a catering department and expected to be ranked highly among tourist companies concerning Job Instability Recognition. According to the result of a tentative theory that Job Insecurity will effect negatively to Trust, conversely, it does not give any considerable effects both Trust in colleague and company. It just turned out that the risky factor of their dismissal could come to a substantial consequence to Trust in Superior. In this regard, a study shows that there isn't any relation to Trust in colleague even though there Is the cause of being fired. In this sense, employees can assume that a work evaluation or relationship with their superior, who work together in the field, is related to the risky factor regarding their dismissal. In other words, it turned out that there was no difference between regular employee and non-regular employee in the matter of Job-Instability-Recognition.

• Journal of Nutrition and Health
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• v.50 no.4
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• pp.402-414
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• 2017

Purpose: The purpose of the study was to evaluate the status of safety accidents and importance-performance analysis (IPA) between regular and non-regular employees in industry foodservices. Methods: The participants were regular employees (n = 119) and non-regular employees (n = 163) in industry foodservices in the Jeonbuk area. Demographic characteristics, status of safety accidents, safety education, and importance and performance status were assessed using a self-administered questionnaire. Results: Approximately 66.4% of regular employees and 53.4% of non-regular employees experienced safety accidents (p < 0.05). Types of safety accidents of regular and non-regular employees were mostly burns, and causes were mostly from their own negligence. Approximately 98.3% of regular employees and 95.1% of non-regular employees experienced safety education. Approximately 88.9% of regular employees and 96.8% of non-regular employees received safety education from dietitians. Approximately 41.9% of regular employees and 50.0% of non-regular employees had difficulty applying the contents of safety education due to lack of time during work. As a result of IPA, regular and non-regular employees were aware of the importance of the following and performed them well: 'Clean the floor of the work place', 'Arrange in the work area', 'Wear safety shoes', 'Check for heater cord', and 'Safety cooking when using oil'. On the other hand, they were not aware of the importance of the following and performed them insufficiently: 'Check for the MSDS', 'Aware of chemical signs', 'Wear protection gloves etc.', 'Do stretching exercise', and 'Using ancillary tools'. Conclusion: Therefore, it is necessary to improve the consciousness of dietitians for effective application of safety education contents, development of contents, especially MSDS, and related things.

• Proceedings of the Korean Society of Food and Cookery Science Conference
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• 2005.05a
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• pp.123-123
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• 2005

• Proceedings of the KSCN Conference
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• 2003.05a
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• pp.100-100
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• 2003

외식산업은 노동집약적 산업인 동시에 인적서비스 그 자체가 하나의 상품으로서 중요시되므로 전문적 지식과 기술을 가지고 있는 유능한 인적자원의 확보와 유지가 중요시된다. 그러나 외식산업의 인적자원의 중요도에 비해 양질의 인력수급이 이루어지고 있지 않다. 이러한 인력부족 및 이직문제는 많은 비용의 지출, 근로자의 사기 저하 등 부정적인 측면을 가지고 있으며, 무엇보다 중요한 것은 이직에 따른 서비스질의 손상의 문제이다. (중략)

• The Journal of the Korea Contents Association
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• v.14 no.10
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• pp.237-246
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• 2014

The purpose of this study is to examine the relationship between customer orientation and organizational justice in hotel industry. Data were collected from employees who are working in the hotels of Seoul, South Korea and total 321 was used in data analysis. As a result of multiple regression analysis, the distributive justice and interactional justice had a positive effect on the customer orientation. However, the procedural justice had no effect on the customer orientation. Moreover, the type of employee moderates the effect between distributive and procedural justice and customer orientation, but, there was no significant moderated effect of employment type between the interactive justice and the customer orientation.

• Culinary science and hospitality research
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• v.13 no.3
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• pp.278-292
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• 2007

This study is intended to identify how the organizational factors of hotel employees influence their job satisfaction and organizational commitment by the type of employment. Samples used for data analysis are 452 workers working for hotel companies including 276 regular employees and 176 non-regular employees. The results are as follows: first, the job satisfaction of regular employees is generally higher than that of non-regular employees. Second, the degree of affective and continuous commitment showed significant difference by the type of employment, but normative commitment did not. Third, according to the result of how job satisfaction influences organizational commitment, the job satisfaction of non-regular employees alone is not affected by the relationship of senior officers and coworkers.

• Culinary science and hospitality research
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• v.17 no.3
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• pp.117-131
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• 2011

The purpose of this study is to explore the influence of the changed employment environment in full-time cooks at deluxe hotels on job insecurity and career commitment. Based on total 389 hotel cooks obtained from an empirical research, this study reviewed the reliability and fitness of a research model and verified total 2 hypotheses with the Amos program. The hypothesized relationships of the model were tested using a structural equation model(SEM). The SEM results show that layoff(${\beta}$=0.326), an organization structure(${\beta}$=0.237), irregular workers(${\beta}$=0.200) among changed employment environment have a significantly positive effect on job insecurity. Also, job insecurity has a significantly positive effect on career commitment. Accordingly, the changed employment environment in workers at deluxe hotels causes job insecurity, making them try harder to stay in an organization. Therefore, motivation is needed for employees' career commitment because the better job insecurity is managed, the more career commitment they have.

• Journal of the Korean Society of Food Science and Nutrition
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• v.33 no.10
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• pp.1646-1652
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• 2004

This study is to help management of foodservices with the means of preparing a favorable food service environment which will likely improve employees' job satisfaction and present the plans for Quality leadership which are capable of effectively improving the aims of food service. Transformational leadership (4.08) that includes charisma (4.12), intellectual stimulation (4.12) and individual consideration (4.01) was more strongly observed by employees than transactional leadership (3.35) that includes contingent reward (3.99) and management by exception (2.70). According to employees' age, it was shown that individuals over 40 observed transformational leadership significantly more frequently than those below 30. When considering academic background, both transformational leadership and transactional leadership were more strongly observed in the group of lower education. When the type of employment was considered, contract workers showed higher individual consideration and contingent reward than regular workers. Also, when the consideration of working places was taken into account, employees who were employed by schools presented a stronger observance of transactional leadership than employees in industrial cooperation or hospitals. Employees, especially in schools, were more receptive to dietitians' contingent reward than hospital employees. Regarding age, dietitians below the age of 40 had stronger transformational leadership skills, but there was no significant difference in the case of transactional leadership. According to these items of leadership, dietitians over 40 felt stronger in management without exception. Relationship with co-workers was the highest among job satisfaction (3.84), coworkers (4.00), stability (3.60), autonomy (3.76). In the collective food service organization, there was a positive correlation between management expectations and the expectations of the dietitians' management styles and employees' job satisfaction.

• Culinary science and hospitality research
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• v.16 no.3
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• pp.161-173
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• 2010

The foodservice industry should be customer-oriented and service-oriented because production and consumption occur simultaneously and sales depend on customers' participation in the foodservice industry. In this respect, it is faced with maintaining minimum human resources with efficient management systems and policies which employees can offer quality services. This study, therefore, aims to find out how internal marketing strategies affect conflict perception. The result of the study is as follows. Communication, service training, employee benefits and a reward system are generally important in the internal marketing. In particular, it is considered that employee benefits and a reward system based on finance are more important to employees than any other factor. Accordingly, companies should consider facilities offered to the employees, vacation and employee benefits. Also, it is shown that communication-obstacles take high proportion in the cause of conflicts and employee benefits in the internal marketing. This study showed the possibility of internal marketing used as a management method of human resources and a solution for resolving conflicts.