호텔 직원의 인지된 이질성과 정서적 갈등이 이직의도에 미치는 영향에 관한 연구

Abstract

This study attempted to improve the satisfaction for the hotel employees and reduce the transfers by evaluating the perceived dissimilarity and emotional conflict as well as the hotel organization cultures from the hotel employees' perspective. For this purpose, the following detailed research purposes were set. First, a theoretical examination of the relationship between the perceived dissimilarity, emotional conflict, job satisfaction, and the desire to change jobs was investigated to establish a structure model among the concepts. Second, an understanding of the need for a study on hotel organization culture as perceived by the hotel employees and the differences of the psychological processes of the employees per organizational culture were investigated. This will help establish the internal marketing strategies to strengthen the hotel employees and the hotel. Third, the recognition area in the hotel human resources field was emphasized in the previous studies. However, this study emphasized the importance of the emotional aspects, such as the perceived dissimilarity or the emotional conflicts to suggest the need for a multi-perspective attempts in internal marketing studies. For this purpose, the real-life examinations were carried out. The spatial scope of the study was limited to Jeju Special Governance State and the special 1st rate hotel employees were targeted in the Jeju area. The time scope of the study was limited from April 11, 2010 to April 24 for the 15 days of the survey. Based on the investigative planning, 630 questionnaires were distributed, of which 618 were returned and 613(selection rate 97.3%) copies were considered valid, excluding unfaithful answers. Through a theoretical examination, the concepts of perceived dissimilarity, emotional conflicts, job satisfaction, and desire to change jobs as parts of the organization culture to clarify the relationships between each concept. To deduce the factors of each concept, the confidence analysis and factor analysis were carried out and the causal relationship was proven using the linear regression analysis and chi-square test models, where the results are described as the following: First, the analysis of the confidence and factor analyses of each concept showed that the authoritative organizational culture, friendly organizational culture, and perceived dissimilarity in the hotel organization cultures showed the dissimilarity of belonging, dissimilarity of hiring types, dissimilarity with coworkers, dissimilarity from the boss, while the emotional conflicts showed the conflicts of hiring forms, belonging, and conflicts with the superiors, and then the job satisfaction and desire to change jobs were concluded to be a factor. Second, the perceived dissimilarity, emotional conflicts, job satisfaction, and the desire to change jobs in the hotel organizational cultures as proven by the hypothesis 1 showed that the perceived dissimilarity has a significant difference in the effect on the desire to change jobs. Third, hypothesis 2 proved the effect of the perceived dissimilarity on the emotional conflicts of the hotel employees and all of the factors of perceived dissimilarity positively affected the emotional conflicts. Fourth, hypothesis 3 proved the effect of the emotional conflicts of the hotel employees on their job satisfaction, which showed that the hiring type conflicts and the association conflicts negatively affected to a significant degree as a partial selection and the conflicts with coworkers or the superiors did not show a significant effect. Fifth, the perceived dissimiliarty of the hotel employees on the desire to change jobs was examined in hypothesis 4, which showed that the dissimilarity of the hiring types and the dissimilarity from the coworkers showed a significantly positive effect as a partial selection and the dissimilarity of association and with superiors did not affect it significantly. Sixth, hypothesis 6 examined the effect of the emotional conflicts of the hotel employees on the desires to change jobs, which showed a significant negative effect to select the hypothesis. The suggestions from the analysis results can be summarized as the following: First, not only the dissimilarity between the full-time and part-time jobs, but also to reduce the dissimilarity from the ranks, various activities to minimize the mutual dissimilarity can improve the job satisfaction and reduce the desires to change jobs. Second, various communication activities and the activities to improve the relationship quality among the employees to minimize the dissimilarity and conflicts between the ranks need to be implemented. Third, by understanding the effect of the perceived dissimilarity in the friendly organizational cultures on the desires to change jobs, the importance of the human relationships can be understood, which may be a characteristic of the Jeju area hotels. Fourth, the reasonable organization cultures and the conservative organization cultures as the two representative organization cultures in Korea can be used to divide the friendly and authoritative organization cultures and the previous studies showed that the friendly organization culture gained higher corporation achievements than authoritative cultures but in the friendly organization cultures, the management of the emotional aspects is important. Fifth, the hotel not only needs to provide the trainings for the tasks or the recognized areas, but also manage the programs to improve the interrelationships among the employees to promote the human-centered management methods to help the mutual understanding. This is also important in hotel management in the current corporate cultures where the human-centered management is being emphasized. Sixth, the management of the emotional aspects of the hotel employees not only improves the job satisfaction of the employees, but also enables the communications between the employees or between departments to improve the tasks and achievements. In addition, this could lead to the improvement of the customer service to induce the improvement of the customer satisfaction to expect the improvement of the management achievements.