호텔 직원의 역량중심 교육과 직무중심 교육이 직무만족에 미치는 영향

Abstract

The hotel industry has a characteristic of improving productivity by increasing added value to products as human resources provide services. In order to improve job satisfaction of human resources, corporate managers are introducing training in terms of management of the enterprise, and research is being actively conducted on the impact of training on job satisfaction. Compared to other industries, the hotel industry relies heavily on productivity for human resources, and the need for training of hotel employees is more emphasized than other industries. The purpose of this research is to study effective management strategies for training in the hotel industry. To achieve this research purpose, the research objectives were established that competency-oriented training of hotel employees and job-oriented training affected job satisfaction, and analyzed whether the training had a significant effect on job satisfaction. It was intended to establish concepts and relationships on hotel employee training, competency-oriented training, job-oriented training, job-satisfaction, and job-relatedness to examine moderated effect to job satisfaction by job-relatedness. The questionnaires were distributed and collected from July 29 to October 12, and the participants were the first-class hotel and resort employees in Jeju. 430 questionnaires were distributed and collected and 420 of effective questionnaires were used for the analysis which were t-test, ANOVA(analysis of variance), average comparison by group, regression analysis, and moderated regression analysis. The conclusion based on the result of the study, the training of hotel employees has been demonstrated to have a significant effect on job satisfaction, both competency-oriented and job-oriented training. In addition, there were differences in perception of the degree of job help in training, job- relatedness, and job satisfaction by individual characteristics. About the recognition of job-relatedness of training by the survey respondents, they responded that the training was related to the job experience and productivity, and that the training was related to the actual job task and provided the knowledge for the job task, to be applied to the actual job site. Other result regarding on job satisfaction by individual factors are as follows. First, according to the characteristics of each individual factor, both competency-oriented training and job-oriented training differed in their perception of the degree of job help in training, and there were also differences in job proceeding satisfaction and job performance satisfaction. Differences in perception by factors according to the final academic background was relatively high among individual factors, and there were differences in perception in the five factors analyzed: competency-oriented training, job-oriented training, job-relatedness, job proceeding satisfaction, and job performance satisfaction. Differences in perception by carrier differences were competency-oriented training, job-oriented training, job proceeding satisfaction, and job performance satisfaction. Differences in perception by position found differences in perception of job-oriented training, job proceeding satisfaction and job performance satisfaction factors. Depending on the work department, there was a difference in perception only in job performance satisfaction. The difference in the perception of job-oriented training based on final academic background decreases relatively due to that the higher job knowledge, the more self-directed the ability to use the job, and the greater the job autonomy, so the need for training. In addition, the difference in perception by position was only analyzed regarding on job-oriented training helps job satisfaction. The position is a characteristic of a personal factor that represents a difference in terms of job compensation, and associates is highly likely to gain opportunities for promotion through training, this led high score of perception for job-oriented training effects on job satisfaction. After the difference in perception that job-oriented training effect on job satisfaction temporarily decreased for the supervisor level, and increased again as the position increases from the assistant manager level. Second, in the factor analysis, the types of training were analyzed as competency-oriented training that elicited inherent characteristics of an individual and job-oriented training that composed of related job task, and job satisfaction factors were analyzed as job proceeding satisfaction that resulted in positive emotions during proceed job task and job performance satisfaction that resulted positive emotions of accomplished job tasks. Among these four factors, competency-oriented training and job-oriented training affected job proceeding satisfaction and job performance satisfaction, respectively. And job-relatedness influencing has been found in the process of competency-oriented training and job-oriented training affected job proceeding satisfaction and job-performance satisfaction. However, it has been found that job-relatedness has no moderating effect in the process of competency-oriented training and job-oriented training affecting job proceeding satisfaction and job performance satisfaction. In this research, it was found that in order to analyze the moderating effect of job-relatedness between competency-oriented training and job-oriented training, it is necessary to examine the perception of job-relatedness for each training separately in questionnaires, it will be available to be obtained accurate results of the moderating effect. Even if hotel employees recognized that training was important and necessary for their satisfying career life, there were differences on perception of training effect on job satisfaction by rising to be a certain level of position and career, and the training which provided to the hotel employees effect on job satisfaction significantly were found as a result of this research. Therefore, as a human resources management strategy requires training to increase job satisfaction of hotel employees so that they can increase the interest and passion and achieve a sense of accomplishment. As career and position increase, the perception of job help increases, so that hotel employee training should be developed appropriate training programs according to their carrier and position to provide positive effect on their satisfaction. Based on the conclusion, the proposals for follow-up researches and the institutional improvement are as follows. This research was surveyed through statistical analysis by designing a model and establishing a hypothesis to examine the effect of training on job satisfaction and moderating effect on job-relatedness for six of five-star class hotels and four resorts employees in Jeju. In this research, it has been found limitations, and in the future researches, suggest to overcome these limitations to produce more specific results and help manage human resources in the hotel industry. First, the composition of samples of this study is limited to Jeju, so it is small to generalize. Therefore, generalization is needed by expanding areas subject to survey, such as Seoul, Busan, Daegu, Gwangju, and Gangwon Province. Second, the survey respondents were not considered regarding on job-relatedness and career, position, and department. The most respondents were associates level and just few number of respondents who work in special job field such as culinary, engineering. The survey sample was not appropriate for analyzing job-relatedness on training. Third, It is necessary to separately prepare the survey questionnaires for measuring job-relatedness between competency-oriented training and job-oriented training, respectively, and the analysis of the moderating effect of job-relatedness should be reconsidered for improvement. Fourth, it is necessary to select respondents for those who have completed training and improve questions to survey whether respondents have completed training according to the type of training, and to study training variables accurately. Effective management of human resources is key in the competitive structure of the hotel industry. Not only hotels but also various service industries that mainly provide human services and other industries that strategize services are in a similar environment. Looking at prior research, research on job satisfaction that enables autonomous motivation of human resources is active. However, research on training programs in the hotel industry appears to be limited to service training programs. In order to increase the satisfaction level of training recipients through the development of various training programs. The research on training programs should be developed into various fields for various factors that make up training so that it can actively help the organization and implementation of training to develope productivity.