• 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.

• Culinary science and hospitality research
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• v.12 no.3 s.30
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• pp.17-31
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• 2006

There have not been the best method for improving the management system of an enterprise. Its management system must be changed according to new environment. Therefore, the food service industry had to accept outsourcing strategies to reduce cost and construct the core-capability of enterprise. In this respect, we studied the introduction and the satisfaction in outsourcing strategies for family restaurants, including a post of enterprise, decision on the supply-enterprises, contract preparation, cost of outsourcing, recontract items and outsourcing result estimation. The results of this study were as follows; First, 90.5% of managers for 7 family restaurants felt that outsourcing is needed. Second, the post of the outsourcing for 7 family restaurants was from 1 to 8; supply for raw food material, cleaning and equipment repair. The introduction of outsourcing for 7 family restaurants started in 1995 and it had constantly made progress up to 2003. Thirdly, the advantages of the outsourcing for 7 family restaurants were increase of benefit, improvement of controllable-power for family restaurants and improvement of employees' satisfaction. Fourthly, 42.9% of managers were satisfied and 4.8% of them were not satisfied. 36 to 40 year old vice-managers were very satisfied with the result of the outsourcing. Fifth, 90.5% of family restaurant managers found the outsourcing to be needed and especially managers in their late thirties realized the outsourcing.

• Korean Journal of Community Nutrition
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• v.13 no.4
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• pp.520-530
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• 2008

The purpose of this study was to investigate the characteristics of the foodservice management practices, the equipment ratio of sanitary facility/equipment, and dietitians' perceptions of (i) the barriers to sanitary management and (ii) the sanitary management performance level in the welfare institutions for the disabled in Korea. The survey was conducted during the period from September 7 to October 15, 2006. A total of 91 institutions(response rate 74.6%) were analyzed by using SPSS(windows ver. 14.0). The average number of meals served per day per an institution was 379. The majority(93.4%) of dietitians made decisions in procurement. The major part of the purchase was made through private contract. The factors affecting menu planning were nutrition, food preference, and cost, in the order of importance. Among the food items, fruits were infrequently served, while protein source foods and green leaf vegetables were almost daily served. The equipment ratio of sanitary facilities/equipment was 45%, which was relatively low. Most dietitians perceived 'limited availability of facilities and equipment' and 'the lack of support from financing department' as the major barriers in implementing a desirable sanitary system. Sanitary management performance in 'the food ingredient' was perceived as the lowest, while that in 'the uniform' showed the highest. The results of this study suggest that a proper supporting program on securing the facility/equipment and adequately trained employees are needed for successful sanitary management. Also, a more frequent supply of fruits for the disabled is recommended.

• 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.

• The Korean Journal of Franchise Management
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• v.10 no.3
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• pp.25-35
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• 2019

Purpose - The major objective of this study was to investigate the effect of franchisor's (economic and philanthropic) CSR in inspiring franchisee's loyalty for the franchisor. Another aim of this investigation also was to clarify the mediating role of economic and social satisfaction in the relationship between franchisor's CSR and franchisee's loyalty. Research design, data, and methodology - This study explores the structural relationship between franchisor's CSR and franchisee's loyalty and in these relationships, the mediating role of relationship satisfaction. Data were gathered from employees(above manager) in food-service franchisee companies in Seoul, Korea. The questionnaires were distributed to managers of the franchise stores. A total of 251 questionnaires were collected. Data management and analysis were performed using SPSS 21.O and SmartPLS 3.0. Evaluation of measurement model and structural model was carried out using confirmatory factor analysis and correlation analysis. Result - The results of this study show as follows. First, economic CSR had positive effects on economic satisfaction and social satisfaction. Second, philanthropic CSR had positive effects on social satisfaction. Third, economic satisfaction and social satisfaction had positive effects on franchisee's loyalty to the franchisor. Conclusions - The important implications of this study have as follows. First, this study has found that economic CSR can create a high economic satisfaction and social satisfaction of franchisee. Second, this findings suggest that the philanthropic CSR can improve the social satisfaction of franchisee. Third, this results demonstrate, for the first time, that the economic satisfaction and social satisfaction of franchisees can play a crucial role to improve their loyalty for the franchisor and pursue mutual development by maintaining the stable business relationship with a franchisor. In this investigation there are at least three limitations. First, Because the research sample is limited to the foodservice franchisee in Seoul, it is not possible to be representativeness of the national franchisee. Second, CSR activities are mostly focused on large franchise companies. Therefore, there is a limit to the research approach. Finally, this study examined the effect of economic CSR and philanthropic CSR on the loyalty of franchisors, but in the future study, it is necessary to analyze the relationship between CSR and loyalty of franchise companies by collecting specific quantitative data such as re-contract rate and management performance of franchisees.