서비스 교육훈련이 직무만족과 직무성과에 미치는 영향에 관한 연구 = A Study on the effect of service training on the satisfaction of job and job performance

다국어 초록 (Multilingual Abstract)

ABSTRACT

A study on the effect of Service Training on the satisfaction of job and job performance



Hye-Young, Won
Department of Tourism Management
The Graduate School of
Sejong University


The purpose of this study is to discover effective ways to increase the quality of customer service, illustrating that the service is a cornerstone of thriving service businesses in profit making and successful management in the era characterized by flourishing service industry.
The research will examine how customer service training affects employee satisfaction, and analyze how the level of the satisfaction affects job performance.

In order to do this, existing theories and literature were studied and examined, and based on this review, questionnaire was developed to identify the connections among different variables. The data were collected from flight attendants to investigate the relationship among service training programs, employee satisfaction, and job performance.
AMOS structural equation was used to statistically analyze the collected data. The results of this study can be summarized as follows:

First, customer service training has positive effect on employee satisfaction. In other words, when the satisfaction is subdivided into compensatory and psychological satisfactions, of the three factors of the service training, job relevance appears to affect both of them while psychological satisfaction being affected the most. Appropriateness of an instructor also has positive effect on psychological satisfaction while educational system has positive effect on compensatory one. That is, the job relevance of service training has closer relation to psychological satisfaction such as satisfaction from job performance itself, personal advancement, and contribution to an organization than to compensatory satisfaction such as wages, sufficient holidays, and benefits. In addition, as appropriateness of an instructor affects only the psychological satisfaction of employees, the quality of an instructor has more significance when educational programs are carried out on employees’ basic attitudes and elementary knowledge. The fact that educational system has positive effect only on compensatory satisfaction has an implication that the educational system is viewed as compensatory satisfaction provided by a company.
Second, employee satisfaction is associated with job performance outcome. As the job performance outcome is subdivided into performance-related and consequence-related outcomes, compensatory satisfaction affects the former of the two, and psychological satisfaction does the latter. Besides, it should be considered more important that the effect of compensatory satisfaction on job performance is not positive but negative. Even though a company’s compensation and reward are not satisfactory, employees demonstrate decent quality of job performance outcome. The result might stem from the specificity of in-flight service. Since the services provided by airlines have limitations on time and space, cabin crew must take care of the limited number of customers within the restricted amount of time and space. Therefore, the employees are likely to satisfy the customer’s needs and perform required jobs swiftly not only to provide excellence of customer-oriented service, but also to secure themselves psychological reassurance. In other words, even if employees are not quite satisfied with the compensation and reward offered by an organization, they believe that customer-focused service itself has many advantages for them when the characteristics of cabin service are taken into consideration. The result implies that even when a company’s compensation and reward are regarded insufficient, employees will exhibit a level of job performance that exceeds the average if the opportunities are given for crew members to fully display their own abilities, and the authority and responsibility for job performance and essential information are handed over to employees so that they can excel in customer service with enhanced self-esteem and self-confidence. However, it cannot be ignored that what employees think of the compensatory satisfaction offered by an organization is still quite important. When both compensatory and psychological satisfactions are provided properly, the job performance of employees will be promoted, thereby increasing the quality of customer-oriented service.
As a result, service providing companies must notice the significance of training programs and invest far more in them in order to increase the satisfaction of employees and enhance their competence. Most companies are reluctant to invest in the training programs because of costs and turnovers, but some organizations are well aware that managing human resources is a key to meeting the unique needs of customers, and spend huge amount of money in providing training programs, infrastructure, and incentives for their workforce. Likewise, employees will participate in the training programs with more enthusiasm, seeking to be recognized by and contribute to an organization as well as to increase their knowledge and abilities. In fact, it has become more difficult to retain the workforce of excellence; therefore, if a company would not implement appropriate service training programs, it would be much harder for the employees to keep or enhance the quality of customer-focused service. If service training programs can transform job performance and customer relationship into a competitive advantage, employees will be acclaimed by customers for their service, and contribute more to an organization at the same time, consequently with increased satisfaction with their job and enhanced job performan

목차 (Table of Contents)

• 제 1 장 서 론 1
• 제 1 절 문제의 제기 1
• 제 2 절 연구의 목적 3
• 제 3 절 연구범위와 방법 4
• 제 2 장 이론적 배경 7
• 제 1 절 항공서비스의 정의와 특성 7
• 제 2 절 서비스 교육훈련의 의의 10
• 1. 교육훈련의 개념과 목적 10
• 2. 항공사의 교육훈련 15
• 3. 아시아나 항공의 교육훈련 현황 17
• 4. 교육훈련에 관한 선행연구 24
• 제 3 절 직무만족 28
• 1. 직무만족의 정의 및 영향요인 28
• 2. 직무만족 이론 33
• 3. 항공사 객실 승무원의 직무만족 35
• 제 4 절 직무성과 38
• 1. 직무성과의 개념 및 측정 38
• 2. 아시아나항공 승무원의 직무성과 측정 42
• 제 3 장 연구 설계 43
• 제 1 절 연구의 개념적 모형 44
• 제 2 절 조사 설계 47
• 1. 표본설계 47
• 2. 변수의 조작적 정의 48
• 3. 조사도구의 개발 51
• 4. 분석 방법 53
• 제 4 장 실증 분석 55
• 제 1 절 표본의 개요 55
• 제 2 절 가설 검증 예비 분석 57
• 1. 탐색적 요인분석 및 신뢰성 분석 57
• 2. 확인요인 분석 60
• 제 3 절 상관관계분석 63
• 제 4 절 모형의 평가 및 가설 검증 64
• 제 5 절 연구의 시사점 68
• 제 5 장 결 론 73
• 제 1 절 연구의 요약 73
• 제 2 절 연구의 한계점 75
• 참고 문헌 76
• 설문지 86
• ABSTRACT 91
• <표 목 차> 0
• <표 2-1> 교육과 훈련의 차이점 11
• <표 2-2> 교육과 훈련에 대한 정의 12
• <표 2-3> 항공사 교육훈련에 관한 연구 16
• <표 2-4> 아시아나 항공의 서비스 교육훈련 프로그램 21
• <표 2-5> 교육훈련 만족에 관한연구 25
• <표 2-6> 교육 훈련이 직무 만족에 미치는 영향 27
• <표 2-7> 직무만족에 대한 정의 29
• <표 2-8> 직무만족 영향 요인 32
• <표 2-9> 직무성과의 개념 39
• <표 2-10> 직무성과의 측정기준 40
• <표 2-11> 직무성과 측정 평가영역 42
• <표 3-1> 모집단 규정 및 표본의 크기 48
• <표 3-2> 설문의 구성 52
• <표 4-1> 표본의 인구 통계학적 특성 55
• <표 4-2> 서비스 교육훈련에 대한 요인 분석 57
• <표 4-3> 직무 만족에 대한 요인 분석 59
• <표 4-4> 직무성과에 대한 요인 분석 60
• <표 4-5> 서비스 교육훈련의 확인요인분석 결과 61
• <표 4-6> 직무만족의 확인요인분석 결과 62
• <표 4-7> 직무성과의 확인요인분석 결과 63
• <표 4-8> 확인요인분석 모형 적합도 지수 63
• <표 4-9> 연구개념의 평균, 표준편차와 상관관계 64
• <표 4-10> 구조방정식 모형에 따른 가설검증결과 67
• <그 림 목 차> 0
• <그림 1-1> 연구 체계 6
• <그림 2-1> 재화와 서비스의 연속선상에서 항공사의 위치 7
• <그림 2-2> 항공사 서비스 분류(Classification of Airline Service) 9
• <그림 3-1> 연구 모형 45
• <그림 4-1> 구조모형 적합도 평가와 연구가설 검증결과 65