호텔기업의 서비스지향성이 직무만족, 조직몰입과 친사회적 행동에 미치는 영향 = (The) Effects of Organizational Service Orientation on Job Satisfaction, Organizational Commitment, and Prosocial Behavior in Hotel Industry

다국어 초록 (Multilingual Abstract)

This study analyzes the structural relationship between organizational service orientation, such as empowerment, service reward, service training, job attitudes such as job satisfaction and organizational commitment, and prosocial behaviors of employees. Also, this study examines the differences of empowerment, service reward, and service training between the manager and the employee, and among the hotel grade.
The empirical results and implications are as follows.
First, the empowerment does not affect job satisfaction directly and it is less influential on job satisfaction rather than service training and service reward. But it directly has a positive effect on organizational commitment.
Second, service training has a significant effect on job satisfaction and organizational commitment directly as well as indirectly. The executive of the hotel industry should invest in diverse service training programs such as a team training related to service quality, problem solution training, and an interpersonal training for reinforcing service ability of employees.
Third, service award has a significant influence on job satisfaction but it does not have an affect on organizational commitment. This outcome explains that service reward contributes to the evaluation of organizational commitment through the medium of job satisfaction.
Fourth, the higher job satisfaction, the higher organizational commitment. When employees increase organizational commitment by the means of job satisfaction, they will have pride and confidence as a member of organization.
Fifth, the greater job satisfaction and organizational commitment, the greater prosocial behaviors of the employee. These results represent that an employee filled with job satisfaction and organizational commitment provides great service quality to the customer.
Sixth, the perception of organizational service orientation shows some distinctions between management and employee, and among grades of hotel.
Theoretical implications and managerial implications indicated by the result of this study are as follow:
First of all, this study establishes structural relationship to know what organizational service orientations influence prosocial behavior of the employee through an job satisfaction and organizational commitment. After the analysis, it suggests developmental direction for a model related to service quality and employee valuation.
Second, the result of research and development supports that the intensification of empowerment on the service encounter spots (the service training for prorninent service quality, and establishing the compensation system on the ground of service quality which was conducted by employees), increases job satisfaction and organizational commitment of employee. It is helpful to allocate resources of the hotel industry for improving up service quality of employee. In this respect, we are able to seek managerial implications.
Third, this study proposes a indispensable gap analysis, that's factors are recognized importantly by managers and staff amongst empowerment, service training, and service compensation.
Fourth, it provokes the need to estimate ELV(employee lifetime value) just like CLV(customer lifetime value).
This research has the following limitations, several issues can be raised for future research.
First, this study applies to the hotel so the object may not be strictly generalized. The object of further examination should be extended to other service industry parts such as hospital and restaurant for generalization.
Second, measuring the efforts of organizational service orientation is limited. It considers not ten dimensions but three dimensions,' empowerment, service training and service reward. For that reason, it is necessary to test other remaining dimensions for comprehensive organizational service orientation.
Third, factors which are able to affect the service orientation of organization do not attempt to reflect the measurement. For example, the efforts of service orientation is possible to fluctuate according to environmental factors such as dynamic state and heterogeneity. That is, as competitors reinforce customer orientation, organization will strengthen it correspondingly. The study model that considered variables just like the environment should be developed and tested.
Fourth, duty and role stress(role ambiguity, role complication) which effect job satisfaction and organizational commitment are not reflective in this study. By concentrating organization's efforts on service orientation, role ambiguity and role complication may be reduced and job satisfaction and organizational commitment may be advanced. Further study should include these elements mentioned above.
Fifth, though this study investigates which difference exists in organization service orientation per ranks of hotel and between the manager and the employee, it does not accomplish how structural relationship is distinct according to these factors. To analyze the model is required in further examination.
Sixth, in this study, business performance resulting from prosocial behaviors were not included. Prosocial behaviors of employees can have a positive effect on business performance, such as customer satisfaction and perceived service quality. Future research should focus on examining the relationship between prosocial behavior and business performance.
Finally, further research should study the long-term effect of empowerment, service training and service reward on the job attitude and prosocial behaviors, thereby applying longitudinal measures of empowerment, service training and service reward. Current research indicates that the effect of empowerment, service training and reward at T_0 prosocial behaviors and T₁should be mediated by job attitudes at T₁.

목차 (Table of Contents)

• 목차
• I. 서론 = 1
• 1. 연구의 필요성과 목적 = 1
• 2. 연구의 방법과 범위 = 5
• II. 이론적 배경 = 8
• 1. 조직의 서비스지향성 개념 = 8
• 1) 조직의 서비스지향성 정의 = 8
• 2) 조직의 서비스지향성 구성요소 = 10
• 2. 조직의 서비스지향성의 결과 변수 = 21
• 1) 직무만족 = 21
• 2) 조직몰입 = 23
• 3) 종업원의 친사회적 행동 = 24
• III. 조사설계 = 27
• 1. 연구모형 = 27
• 2. 연구가설 = 28
• 1) 종업원 권한부여와 직무만족, 조직몰입의 관계 = 28
• 2) 서비스훈련과 직무만족, 조직몰입의 관계 = 30
• 3) 서비스보상과 직무만족, 조직몰입의 관계 = 32
• 4) 직무만족과 조직몰입의 관계 = 33
• 5) 직무만족, 조직몰입과 친사회적 행동과의 관계 = 34
• 6) 관리자와 종업원, 그리고 호텔등급별 조직의 서비스지향성 차이 = 36
• 3. 표본 설계 = 38
• 1) 조사의 목적 = 38
• 2) 조사대상의 선정 = 39
• 3) 조사의 시기와 조사의 방법 = 39
• 4) 조사대상자의 일반사항 = 41
• 4. 변수의 측정 = 41
• 1) 조직의 서비스지향성 = 41
• 2) 직무만족 = 42
• 3) 조직몰입 = 43
• 4) 종업원의 친사회적 행동 = 43
• 5) 통계분석방법 = 44
• IV. 실증분석 = 46
• 1. 표본의 일반적 특성 = 46
• 2. 단일차원성 분석과 상관관계 분석 = 47
• 1) 단일차원성 분석 = 47
• 2) 상관관계 분석 = 54
• 3) LISREL 분석을 위한 모형도 = 56
• 3. 연구가설의 검증 = 56
• 1) 연구모형 평가 = 56
• 2) 연구가설의 검증 = 57
• V. 결론 = 64
• 1. 요약 및 논의 = 64
• 2. 이론적 및 관리적 시사점 = 67
• 3. 연구한계 및 미래연구방향 = 68
• 참고문헌 = 70
• Abstract = 89
• 부록(설문지) = 93