雪岳圈 觀光Hotel從事員의 意識構造에 關한 硏究 = A Study of the Consciousness Structure of Hotel Employees in the Sorak Mountain Area

다국어 초록 (Multilingual Abstract)

Since the 1960's, the tiurist industry in Korea has developed remarkably. One of the outstanding sigutseeing areas is the Sorak Mountain region.
In this area are two beautiful national parks, (Sorak mountain and Odea Mountain) and many lovely beaches.
While the great tourist market of Korea is Seoul, the Sorak area also attracts tourists from all parts of the country.
The yung Dong Express highway opened in Oct, 1975, and the Dong-hae Semi-Express highway opened in 1978, has reduced the travel time to the sorak area, making it easily accessible.
Consequently, there are many Hotels in Sorak mountain area to accommodate tourists.
The purpose of this study is to (1) describe the characteristics and consciousness structure of Hotel employees and (2) to provide measuring data on the above.
The data was obtained by interviewing, with a structured questionnaire, hotel employees in hotels in the Sorak mountain area.
A tolal of 172 interviews were conducted.
Results
1. Sixty-Four Percent of the hotel employees interviewed were male and 36.0 percent were female.
The majority of the employees 62.2 percent were between 20 to 30 years of age.
These findings are the Same as those of a recent study in Kyung puk province.
2. Of the persons interviewed 61.6 percent were senior high school graduates and 11.0 percent were college graduates.
3. Twenty-two point seven percent of those interviewed had been engaged in commercial occupations prior to their present position; 17.4 percent were students and 12.2 percent had been in Service Occupations.
4. Sixty-three point three percent of the hotels had fewer than 100 guest rooms.
One point eight percent of the hotels had 200 or more rooms.
The average number of rooms per hotel for the country as a whole is 130.9 rooms.
5. Thirty-nine percent of the hotels had 40 to 80 people employeed: 30.8 percent had less than 80 employees and the small hotels (4.7%) employed fewer than 20 people.
6. Fifty-five point eight percent of the hotel employees worked eveven to twelve hour per day, while 7.0% worked eight hour in a day.
Most employees prefer to work at guest rooms, the entrence halls and in administration.
7. Thirty-two point six percent of hotel employees can speak a little with foreign guests and the rest can not.
English and Japanese are the languages these employees know best.
8. Of those interviewed thirty-eight point four percent said that they enjoyed and appreciated tourists who come to their hotel.
9. Fifty-five point eight percent of the employees said that the other people influenced them to be hotel employees; Twenty-five percent said that working in a hotel was a "good job" and that they could save money.
Twenty-one percent said they had majored in Tourism in School.
10. Fifty-five point eight percent of the employees had been engaged by the present hotel owner for five years or less, and thirty-five point eight percent said that they are satisfied with their occupation.
11. Thirty-four point nine percent of the employees were unsatisfied with their occupation, the main reason being the low salary.
Twenty point theree percent think that other people think being a hotel employee is a bad occupation.
12. Thirty-six point six percent of the employees had experenced a change of occup ation. The reasons given were as follows: 21.5 percent changed for better pay and for advanced position.
Fourty one point four percent said they want to change their occupation or discontinue it.
Suggestions:
1. Tourists should not forget to thank the hotel employees who serve them during their stay. Good tourism should promote mutual respect between the guests and employees.
2. Hotel management like to employe persons who have low education so they can pay salaries. But hotels need people who have experence and qualifications if good service is to be provided.
3. Hotel management must pay resonable salaries and must pay overtime employees who work more than 8 hours a day.
4. Regular "advisory education" for hotel owners is needed in order to improve service. All hotel owners and employees should be reminded that they have a mission as non-government diplomats.
5.The quaiflications for hotel employees must be raised and they must be employed for the full vear.

목차 (Table of Contents)

• Ⅰ. 序 論
• 1. 問題의 提起
• 2. 硏究 目的
• 3. 硏究方法 및 資料
• 4. 地域槪觀
• Ⅱ. Hotel從事員의 一般屬性
• 1. 韓國觀光企業體의 發達
• 2. 觀光 Hotel의 地域分布
• 3. 性別 年齡別 構造
• 4. 學力別 構造
• 5. 前職構造
• Ⅲ. Hotel規模別 構造
• 1. 客室別 構造
• 2. 從事人數別 構造
• 3. 勤務部署 및 勤務時間別 構造
• Ⅳ. 個人能力別構造
• 1. 個人收入과의 關係
• 2. 外國語 能力別 構造
• 3. 觀光客과의 關係
• Ⅴ. 勤務態度에 對한 構造
• 1. 勤務하게 된 動機
• 2. 勤務年數別 構造
• 3. 勤務意欲과의 關係
• 4. 轉職回數別 構造
• Ⅵ. 結 論
• ※ 英文要約
• ※ 參考文獻