카지노 딜러의 멘토링(Mentoring)이 職務滿足에 미치는 영향에 관한 연구

다국어 초록 (Multilingual Abstract)

Companies are seeking new business strategies to survive and thrive in the rapidly changing business environment. Specifically, they put emphasis on the recruitment and management of talented people, taking the capability of talented people as top priorities, because they realize that people are the important asset of company.
Casino industry, which represent the service industry, has a great reliance on the human service, and is high-value-added industry which creates a lot of jobs and increases foreign currency earnings and tax revenue. So, it is important to improve the professionalism among casino employees and support them in consideration of their work environment, so that they can perform their works seamlessly.
Furthermore, casino dealers who are at the forefront of service industry are much more vulnerable to job-related stress because they have to directly deal with customers. Therefore, it is important very much for the casino organization to manage and maintain the manpower, considering a lot of risk posed by the characteristics of job.
In this sense, casino industry also requires the mentor system as part of effort to improve the human resource management and the satisfaction with work.
This study tries to consider the current mentor relationship of casino dealers and their satisfaction with work as the study needs to be conducted on the mentor-mentee relationship in casino industry. This study introduced the theoretical background about the mentor system to figure out the degree of casino dealers' satisfaction with their work, shed light on the relationship between the mentor relationship and the satisfaction with work and identify theoretical issues that need to be addressed to ensure a professional and efficient human resource management through the mentor relationship on the basis of the findings of this study.
The findings of this study is like this:
First, the group which has the mentor relationship turned out to be more satisfied with their work, which suggests that the maintenance and development of mentor relationship is one of effective measure to improve the satisfaction of employees with their work basically. Therefore, this study proposes that the mentor relationship based on the inofficial mentor relationship in the casino organization, namely the mentoring program, should be applied to the casino dealer organization.
Second, the gender factors need to be taken into account when establishing the mentor-mentee relationship, because the mentor system was found to have an positive effect mostly when the mentor was male.
This reflects the situation in which no female dealers were promoted to high ranking officials or intermediate level officials in the past and it is not until recent years that female intermediate officials emerge in the wake of the change in the organization.
In other words, female high ranking officials and female intermediate officials are just begging to emerge in casino organization and they need to be induced to improve their work performance, so that they can play the role of mentor in a seamless way.
Third, it turned out that the number of mentors who successfully formed the relationship had more significant effect than the age, post and work period.
Therefore, practical relationship is more positive than formally establishing the mentor-mentee relationship. Moreover, mentor-mentee relationship based on many mentors and one mantee, which can be more useful to the mentee in many aspects, seems to be have more positive effect than 1:1 mentor-mentee relationship.
Fourth, the role model function of mentor, one of the functions of mentor, was found to have positive effect on the satisfaction with the work.
As the casino dealers are under the pressure of having to ensure the progress of game by directly dealing with customers because of the characteristics of casino organization, ordinary dealers, including newly-employed dealers, try not only to adapt themselves to the casino organization by learning the appropriate way of behavior, attitude, values, etc, from their senior dealers or high ranking officials, but also emulating them as role models in their attempt to minimize the risks in dealing with customers to facilitate the progress of game.
In other words, the role of mentor which can help set the direction of organization and present a role model needs to be emphasized, not the role of mentor confined to the partial instruction of work or personal familiarity.
This study is the first study which recognizes the need to research the role of mentor in the casino industry and consider the status of mentor-mentee relationship among casino dealers, and will provide the basic data necessary to identify the factors which may led to an increased satisfaction of dealers with their works at the same time.

목차 (Table of Contents)

• 제Ⅰ장 서론 = 1
• 제1절 문제의 제기 = 1
• 제2절 연구의 목적 = 2
• 제3절 연구의 방법 및 범위 = 5
• 제Ⅱ장 연구의 이론적 고찰 = 7
• 제1절 카지노 산업에 대한 이론적 고찰 = 7
• 1. 카지노 산업의 개념 및 특성 = 7
• 2. 카지노 산업의 발전 과정 = 9
• 3. 카지노 산업의 현황 = 12
• 1) 외국의 카지노 산업 동향 = 12
• 2) 국내의 카지노 업체 현황 = 13
• 3) 카지노 이용객 현황 = 16
• 4) 카지노 매출액 현황 = 18
• 5) 업체별 운영 형태 및 게임시설 현황 = 20
• 4. 카지노 산업의 조직체계 = 22
• 5. 딜러의 개념 = 28
• 6. 딜러의 임무와 역할 = 29
• 7. 딜러의 요건 = 30
• 제2절 멘토관계에 관한 이론 = 32
• 1. 멘토의 개념 = 32
• 2. 멘토의 역할 및 기능 = 35
• 1) 경력계발 기능 = 36
• 2) 심리 사회적 기능 = 38
• 3) 역할모형 기능 = 38
• 3. 멘토관계의 발전단계 = 39
• 4. 멘토관계의 유형 = 40
• 5. 멘토관계의 효과 및 유효성 = 42
• 1) 멘티의 입장 = 42
• 2) 멘토의 입장 = 43
• 3) 조직의 입장 = 44
• 제3절 직무만족에 관한 이론 = 45
• 1. 직무만족의 개념 및 정의 = 45
• 2. 직무만족의 중요성 = 48
• 1) 개인적 측면 = 48
• 2) 조직적 측면 = 49
• 3. 직무만족의 영향요인 = 49
• 4. 직무만족의 이론 = 52
• 1) 내용이론 = 52
• 2) 과정이론 = 55
• 제4절 선행연구 = 57
• 1. 멘토에 관한 선행연구 = 57
• 2. 카지노 딜러의 직무만족에 관한 선행연구 = 59
• 제Ⅲ장 연구의 모형 및 조사 설계 = 61
• 제1절 연구의 모형 및 연구가설의 설정 = 61
• 1. 연구모형의 설정 = 61
• 2. 연구가설의 설정 = 63
• 1) 연구가설의 설정 배경 = 63
• 2) 연구가설의 설정 = 63
• 3) 조작적 정의 = 64
• 제2절 조사설계 = 65
• 1. 표본추출 및 조사방법 = 65
• 2. 설문지 구성 내용 = 66
• 제3절 측정도구의 신뢰성 및 타당성 = 69
• 1. 척도의 타당도 분석 = 69
• 2. 신뢰도분석 = 72
• 제Ⅳ장 실증분석 = 74
• 제1절 표본의 특성 분석 = 74
• 1. 멘티 통계학적 분석 = 74
• 2. 멘토관련 사항 = 77
• 1) 일반사항 = 77
• 2) 멘토 유무에 따른 직무만족도 차이 분석 = 80
• 3) 멘토-멘티 성별관계에 따른 직무만족도 차이 분석 = 80
• 4) 멘토-멘티간 직급차이에 따른 직무만족도 차이 분석 = 81
• 5) 멘토-멘티간 연령차이에 따른 직무만족도 차이 분석 = 82
• 6) 멘토-멘티간 관계형성 기간에 따른 직무만족도 차이 분석 = 83
• 7) 멘토 수에 따른 직무만족도 차이분석 = 85
• 8) 멘토의 기능유형이 직무만족도에 미치는 영향분석 = 86
• 제2절 가설의 검증 = 91
• 제Ⅴ장 결론 = 95
• 참고 문헌 = 100
• ABSTRACT = 105
• 설문지 = 109