개인과 조직의 경력관리가 호텔직원의 경력만족과 경력몰입에 미치는 영향 = (A) study of influence on career satisfaction and career commitment of hotel employees through career management of individual and organization

다국어 초록 (Multilingual Abstract)

The purpose of this study is to show how much career management of individuals who are employed in hotels and organization affect their career satisfaction as a subjective career success and career commitment of career attitude for hotel employees. In addition, it was studied by employment types of employees and roles for coordination of titles and departments of hotels from the relations above. Finally, based on the analyzed results, this study has provide useful information for hotel management to establish efficient and productive human resources-management measures in terms to increase in career satisfaction and career commitment of employees as well.
It was asked to employees working on luxury hotels in Seoul, totally giving 600 questionnaires and receiving 571 from them It was selected 543 for a positive analysis excepting 28 of low-confidence of responses and no-responses among 571. For the analysis of the materials, it was executed frequency analysis, confirmatory factor analysis (CFA), exploratory factor analysis (EFA), reliability analysis, correlation analysis, multiple regression analysis and simple regression analysis using SPSS Ver. 12.0 and AMOS Ver. 4.0 statistics package.
The major findings and implications are the follows :
First, personal career plan, personal career tactics and organization career management of career management of hotel employees and organization have a meaningful influence to career satisfaction, a subjective career success. Organization career management has been known the most important cause to career satisfaction, followed by personal career plan, and personal career tactics.
Second, in career satisfaction influenced by career management of hotel employees and organization, personal career plan, personal career tactics and organization career management, employment type and roles for coordination of titles and departments of hotels were important. In case of mostly, organization career management affects career satisfaction, while in case of temporary employees, personal career management the most. Additionally, in case of permanent employees, personal career tactics has the least influence on career satisfaction, while in case of temporary employees, organization career management the least. In terms of titles, organization career management is the most important factor to affect career satisfaction in both the staff and manager level and in case of the staff, personal career tactics, and in case of manager level, personal career plan is important factor respectively. And on the staff level, personal career tactics has an effect on career satisfaction but does not affect in the manager level. In terms of departments, organization career management is the most influential factor to career satisfaction in every department including room department, and in case of the departments of room and cooking, what is the most significant factor is personal career tactics, while personal career plan in the departments of food ＆ beverage and management. In the departments of guest room and food ＆ beverage, personal career plan, personal career tactics and organization career management are all meaningful influential factors to career satisfaction, while they do not have any significance on career satisfaction of personal career plan in cooking department and personal career tactics in management department.
Thirdly, it was found personal career plan, personal career tactics and organization career management had a meaningful effect to career commitment, especially, organization career management is the mostly, followed by personal career plan, personal career tactics, which are the same in terms of relative influence to career satisfaction.
Finally, in career commitment influenced by personal career plan, personal career tactics and organization career management, employment type, titles and departments had a coordination role. When we see employment type, personal career plan, personal career tactics and organization career management had together some important influence to career commitment in temporary employees and permanent employees, in terms of degree that career management of persons and organizations has to influence career commitment. Among them, organization career management was the most significant factor, followed by personal career plan, personal career tactics to career commitment. From the viewpoint of titles, in the staff and managers, organization career management was the most important factor to affect career commitment, followed by personal career plan, personal career tactics. Besides, personal career tactics greatly influenced career commitment on the level of the staff, but not in the manager level. Organization career management has the greatest influence on career commitment in foods ＆ beverage, cooking and management departments, and in case of guest room department, personal career plan is the most. And it was found organization career management in room department, personal career plan and personal career tactics in foods ＆ beverage department and personal career plan in management department had little effect respectively.
In conclusion, individual could develop and realize each capability and also enhance the quality of their jobs. Organizations are also expected to train human resources, enhance their competitiveness and gain a kind of heightened unity, so it is needed that harmony of efforts to manage career by individual as member of organizations and a system for career management of organizational dimensions.

목차 (Table of Contents)

• 목차 = Ⅰ
• 제1장 서론 = 1
• 제1절 문제의 제기 = 1
• 제2절 연구의 목적 = 5
• 제3절 연구의 방법 및 범위 = 6
• 제2장 이론적 배경 = 8
• 제1절 조직 구성원 개인과 조직의 경력관리 = 8
• 1. 경력과 경력관리의 개념 및 중요성 = 8
• 2. 조직 구성원 개인의 경력관리 = 14
• 3. 조직의 경력관리 = 16
• 제2절 경력만족 = 18
• 1. 경력만족의 정의 및 직무만족과의 차이점 = 18
• 2. 주관적 경력성공으로서의 경력만족 = 21
• 제3절 경력몰입 = 25
• 1. 몰입의 정의, 성격 및 대상 = 25
• 2. 경력몰입의 정의 및 관련 몰입과의 구분 = 28
• 제4절 선행연구를 통해서 본 변수간의 관계 = 31
• 1. 경력관리와 경력만족과의 관계 = 31
• 2. 경력관리와 경력몰입과의 관계 = 33
• 제3장 연구설계 = 35
• 제1절 연구모형의 설계 및 연구가설의 설정 = 35
• 1. 연구모형의 설계 = 35
• 2. 연구가설의 설정 = 36
• 제2절 실증조사의 설계 = 37
• 1. 조사표본의 설계 = 37
• 2. 변수의 조작적 정의 및 측정도구의 선정 = 39
• 3. 설문지의 구성 = 41
• 4. 분석방법 및 절차 = 43
• 제4장 분석결과 = 45
• 제1절 표본의 일반적 특성 = 45
• 제2절 신뢰성 및 타당성 검증 = 47
• 1. 개인과 조직의 경력관리에 대한 신뢰성 및 타당성 검증 = 47
• 2. 경력만족에 대한 신뢰성 및 타당성 검증 = 50
• 3. 경력몰입에 대한 신뢰성 및 타당성 검증 = 50
• 제3절 연구가설 검증 = 52
• 1. 경력관리와 경력만족과의 관계 = 53
• 2. 경력관리와 경력만족과의 관계에서 고용형태, 직급과 부서의 조절역할 = 56
• 3. 경력관리와 경력몰입과의 관계 = 64
• 4. 경력관리와 경력몰입과의 관계에서 고용형태, 직급과 부서의 조절역할 = 65
• 5. 연구가설 검증결과 요약 = 74
• 제5장 결론 = 75
• 제1절 연구의 요약 및 시사점 = 75
• 1. 연구의 요약 = 75
• 2. 시사점 = 76
• 제2절 연구의 한계점 및 제언 = 85
• 1. 방법론 측면 = 85
• 2. 관련변수 측면 = 86
• 참고문헌 = 88
• 설문서 = 97
• ABSTRACT = 102