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- E-ISSN2508-4593
- KCI
E-ISSN : 2508-4593
Vol.12 No.3
Abstract
Purpose: The hotel industry needs a leader who can actively demonstrate leadership to respond to and accept changes in the organization in a highly competitive and fast-changing environment. Therefore, the role of leaders who instill clear vision and goals of the organization in their members, listen to their opinions, and empathize is paramount. Leaders should encourage successful organizational activities based on active participation by employees and create the best environment for working with a sense of mission and responsibility. This study aims to identify the relationship between empathy leadership and job engagement as a result variable of team cohesion in the hotel culinary department and conduct empirical studies on the role of empathy leadership and job engagement. Research design, data, and methodology: The data were collected from employees who work in culinary department at a five-star franchise hotel located in the Seoul metropolitan area. Because it is difficult to conduct a survey through face-to-face contact with employees due to the COVID-19 pandemic, the online survey was conducted from February 1 to February 28, 2020. A total of 330 questionnaires through online were distributed and 268 employees completed the survey, yielding a response rate of 81%. Of the 268 returned responses, 27 responses were not usable due to missing information. Thus, a total of 241 responses were used for analysis. Results: The study results are as follows. First, it has been shown that the empathy leadership of culinary department in hotel companies has a significant positive impact on the job engagement. Second, it has been shown that job engagement has a significant positive effect on members' team cohesiveness. Third, empathy leadership of hotel companies' culinary department has a significant positive impact on members' team cohesiveness. Fourth, job engagement has a significant positive (+) mediating effect in the relationship between empathy leadership and team cohesiveness in culinary department. Conclusion: This study supports the theory that an emotional and empathic leader's behavior or ability can change the effectiveness or atmosphere of a rapidly changing hotel culinary team organization by presenting a research model on the effect of empathic leadership on job engagement and team cohesiveness. And hotel chefs should be more aware of the importance of empathic leadership and make them a human resource of the organization through formal and informal communication with culinary employees.
Abstract
Purpose: As the visual expression cue that can easily reveal and imprint the brand image to consumers becomes more important, franchise coffee shops are making various efforts to establish design elements and brand identity. Therefore, the purpose of this study is to examine the structural model between design elements, brand identity, brand association, brand personality, and brand image of franchise coffee shops from various angles, and to suggest a plan for using visual elements makes a brand image on the franchise in the future. Research design, data, and methodology: This study tests the structural relationship between design elements, brand identity, brand association, brand personality, and brand image of franchise coffee shops. design elements are divided into three attributes (interior design, product design). And brand identity is divided into two attributes (brand name, brand symbol/logo). In order to achieve the purposes of this research, research model and hypotheses were developed based on previous researches. All constructs were measured with multiple items developed and tested in the previous studies. The data were collected from 380 customers who visited franchise coffee shops and were analyzed through SPSS 26.0 and SmartPLS 3.0 statistical package program. Result: As a result of this study, first, it is confirmed that product design has a positive effect on brand association toward coffee shops. Second, interior design and product design have a positive effect on brand personality. Third, all brand identity have a significant positive impact on brand association and brand personality. Finally, brand association and brand personality of coffee specialty shops have a positive effect on brand image. Conclusions: The following implications of this study are as follows. This study is confirmed that there is an effect of design elements attributes and brand identity attributes on brand association and brand personality. And, the brand image was found to be influenced by brand association and brand personality. This suggests that it can be used to establish visible marketing strategies for franchise coffee shops. Therefore, it is necessary to further improve efforts to raise the level of the brand image through visual factors such as unusual interior design, product packages.
Abstract
Purpose: The hotel industry needs a leader who can actively demonstrate leadership to respond to and accept changes in the organization in a highly competitive and fast-changing environment. Therefore, the role of leaders who instill clear vision and goals of the organization in their members, listen to their opinions, and empathize is paramount. Leaders should encourage successful organizational activities based on active participation by employees and create the best environment for working with a sense of mission and responsibility. This study aims to identify the relationship between empathy leadership and job engagement as a result variable of team cohesion in the hotel culinary department and conduct empirical studies on the role of empathy leadership and job engagement. Research design, data, and methodology: The data were collected from employees who work in culinary department at a five-star franchise hotel located in the Seoul metropolitan area. Because it is difficult to conduct a survey through face-to-face contact with employees due to the COVID-19 pandemic, the online survey was conducted from February 1 to February 28, 2020. A total of 330 questionnaires through online were distributed and 268 employees completed the survey, yielding a response rate of 81%. Of the 268 returned responses, 27 responses were not usable due to missing information. Thus, a total of 241 responses were used for analysis. Results: The study results are as follows. First, it has been shown that the empathy leadership of culinary department in hotel companies has a significant positive impact on the job engagement. Second, it has been shown that job engagement has a significant positive effect on members' team cohesiveness. Third, empathy leadership of hotel companies' culinary department has a significant positive impact on members' team cohesiveness. Fourth, job engagement has a significant positive (+) mediating effect in the relationship between empathy leadership and team cohesiveness in culinary department. Conclusion: This study supports the theory that an emotional and empathic leader's behavior or ability can change the effectiveness or atmosphere of a rapidly changing hotel culinary team organization by presenting a research model on the effect of empathic leadership on job engagement and team cohesiveness. And hotel chefs should be more aware of the importance of empathic leadership and make them a human resource of the organization through formal and informal communication with culinary employees.
Abstract
Purpose: In general, franchise business models can generate higher returns and profits than non-franchise businesses. Therefore, it is necessary to study customer-based foodservice franchise brand awareness and service quality. The purpose of this study is to investigate the effect of service quality and brand awareness of foodservice franchises on attitudes divided into cognitive and affective attitudes and revisit intentions. Through this study, we intend to establish a structure that leads to service quality and brand awareness-cognitive attitude and affective attitude-loyalty. Research design, data, and methodology: In order to verify the hypothesis of this study, the survey was conducted among general consumers over the age of 20 who had visited a foodservice franchise within the last 3 months. Among the collected questionnaires, one insincere questionnaire was excluded, and 299 copies were used for analysis. The data collected to verify the hypothesis of this study were analyzed using SPSS 24.0 and AMOS 24.0. Result: First, it was found that the service quality of the foodservice franchise had a positive (+) effect on the cognitive attitude, and the service quality of the foodservice franchise had a statistically significant positive effect on the affective attitude. Second, the brand awareness of the foodservice franchise was found to have a statistically significant positive (+) effect on the cognitive attitude. and the brand awareness of the foodservice franchise had a statistically significant positive (+) effect on the affective attitude as well. Third, cognitive attitude was found to have a statistically significant positive (+) effect on loyalty, and affective attitude was also found to have a statistically significant positive (+) effect on loyalty. Conclusions: First, this study applied the S-O-R theory to the effect of service quality and brand recognition on cognitive attitude, affective attitude, and loyalty. Second, the structure leading to service quality and brand awareness-cognitive attitude and affective attitude-revisit intention was established. Third, attitudes in this study were divided into cognitive attitudes and affective attitudes. In general, attitude is studied as a single dimension as a cognitive attitude, but in this study, attitude was studied by dividing it into a cognitive dimension and an affective dimension
