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특급호텔 총지배인의 커뮤니케이션 스타일이 호텔직원의 직무만족, 조직몰입, 충성도에 미치는 영향에 관한 연구

초록/요약

The distinct characteristic of the hotel industry is its high dependence on human resources and human services. Therefore, as most hotel activities are accomplished through human services, human resources are the most important resource among many for influencing business performance. In this respect, communication between a hotel’s general manager and its employees is very significant, as a hotel needs to establish a relationship between superiors and supporters, as well as maintain their positive working relationship within a hotel’s specific organizational environment. In addition, today’s VUCA business world requires communication that demands and embraces change so that an organization can properly develop and respond to environmental changes. Despite the importance of this type of communication, research on this topic has been comparatively low. Therefore, this study has conducted research on the influence of a five-star hotel general manager’s communication style on employee loyalty as well as examined the mediating effect of two variables related to employees’ attitude: job satisfaction and organizational commitment. This research conducted an empirical study in order to verify the practical validity of hypotheses deduced from theory-based research models. The data used for the empirical study was collected through survey methods. The surveys were collected from hotel employees of five different domestic five-star hotels (R hotel, I hotel, L hotel, H hotel, S hotel) during August 1st - August 31st, 2015. Of the 350 surveys distributed, 305 were collected. In order to increase the reliability of the measured values and to obtain valuable results, 23 surveys with untrustworthy answers or omitted answers were removed. Therefore, a total of 282 surveys were used for the empirical study. The following is a summary of research results. First, the sub-variable for communication style, cooperation, has a meaningful influence on loyalty. These results show that in order to solve a problem or conflict within a five-star hotel, the general manager must display a cooperative attitude towards employees in order for employee loyalty to the hotel to increase. In addition, this factor must be recognized as most important for a hotel general manager to maintain a long-term relationship with employees. Second, the sub-variables for communication style, trust and cooperation, have a significant influence on job satisfaction. In order for a five-star hotel general manager to increase employee job satisfaction, he or she needs to sincerely respond to their small requests, respect them, and create a friendly atmosphere where employees can speak freely. Third, the sub-variables for communication style, expertise and cooperation, have a significance influence on organizational commitment. However, trust and controlling sub-variables did not have a significant influence. It appears that five-star hotel general managers need to make efforts in providing plenty of up-to-date knowledge and information. In addition, he or she needs to empathize with hotel employees and continue a close relationship with them. Also, five-star hotel general managers should not use extreme expressions with employees or display authoritative attitudes. Fourth, job satisfaction has a significant influence on loyalty. It appears that increasing job satisfaction is an important preceding factor for increasing employee loyalty. Fifth, organizational commitment has a significant influence on loyalty. It appears that in order to prompt hotel employees’ passions and inner motives, as well as help them to be proud of the hotel they are working at, it is important to increase organizational commitment. Sixth, by verifying if communication style influences loyalty through a mediated regression analysis that confirms if employees’ job satisfaction has a mediating role, results showed that employee job satisfaction has a partial mediating role with the relationship between sub-variables for communication style, cooperation and loyalty. Seventh, through a mediated regression analysis to see if employee organizational commitment has a mediating role in communication styles having an influence on loyalty, results showed that there is no mediating effect. Eighth, results showed that there are group differences in communication style influence on job satisfaction by demographic variables, including gender, years of working experience, and position. Ninth, this study verified if communication styles by demographic variables gender, years of working experience, and position have an influence on organizational commitment. Results showed that gender did not, but group differences were apparent with years of working experience and position. Therefore, the first implication deduced from this research is that cooperation style that gives positive feedback and trust style communication should be encouraged to increase job satisfaction and organizational commitment of employees. On the other hand, restricting control style of communication is effective. In order to increase the job satisfaction and organizational commitment of employees, a hotel general manager needs to adequately use the following communication styles: trust, cooperation, expertise. This is part of a creative and innovative process that breaks down communication barriers within an organization between superiors and employees, as well as promotes empathy and collaboration. When communication between a hotel general manager and employees becomes smooth, a virtuous cycle of communication can increase organizational loyalty, commitment, and productivity. However, a hotel general manager’s forceful communication style may lead to building employee discontent and distrust, which will result in greatly reducing organizational commitment and job satisfaction, which will lead to delaying or being unable to achieve goals. Therefore, hotel general managers need to utilize desired communication styles so that employees form an emotional bond with the organization, proactively solving problems and creating desirable results for the organization with the right attitude. Second, hotel management (including the hotel general manager) needs to introduce a variety of systems for harmonious communication between superiors and employees. Not only should they introduce these systems, but they also need to provide plans that will vitalize them and to achieve goals and have employees understand overall hotel policies or operation policies in order to achieve organizational goals. Third, compulsory leadership and communication training courses need to be prepared for hotel managers. Fourth, hotel managers need to be presented with clear requirements regarding their abilities, and their training/evaluations need to be reflected in actual HR practices including promotions. Finally, when evaluating managers, criteria should include performance on promoting a friendly and harmonious environment, as well as how well open communication of mutual trust has taken hold within an organization. In response to a lack of previous research on communication styles, this study has provided a practical strategy for communication styles by measuring employee job satisfaction, organizational commitment, and loyalty accordingly. In doing so, this study has contributed greatly at the working level.

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목차

제 1장 서론 1
제 1절 문제 제기 및 연구목적 1
제 2절 연구의 방법 및 범위 4

제 2장 이론적 배경 6
제 1절 커뮤니케이션 6
1. 커뮤니케이션의 개념 6
2. 커뮤니케이션 스타일 11
3. 커뮤니케이션 스타일의 선행연구 17
제 2절 직무만족 20
1. 직무만족의 개념 20
2. 직무만족의 선행연구 27
제 3절 조직몰입 30
1. 조직몰입의 개념 30
2. 조직몰입의 선행연구 36
제 4절 충성도 40
1. 충성도의 개념 40
2. 충성도의 선행연구 43
제 5절 변수요인 간 선행연구 46

제 3장 연구의 설계 및 방법 50
제 1절 연구모형의 설계 50
제 2절 연구가설의 설정 51
제 3절 변수의 조작적 정의 52
1. 변수의 조작적 정의 52
2. 설문구성 및 분석방법 55

제 4장 실증분석 및 가설검증 56
제 1절 실증분석 56
1. 표본의 특성 56
2. 신뢰성 및 타당성 분석 58
제 2절 가설검증 65
1. 의사소통 스타일이 충성도에 미치는 영향에 관한 가설검증 65
2. 의사소통 스타일이 직무만족에 미치는 영향에 관한 가설검증 67
3. 의사소통 스타일이 조직몰입에 미치는 영향에 관한 가설검증 68
4. 직무만족이 충성도에 미치는 영향에 관한 가설검증 70
5. 조직몰입이 충성도에 미치는 영향에 관한 가설검증 71
6. 의사소통스타일과 충성도와의 관계에서 직무만족의 매개역할에 관한
가설 검증 72
7. 의사소통스타일과 충성도와의 관계에서 조직몰입의 매개역할에 관한
가설 검증 75
제 3절 추가분석 77
1. 의사소통 스타일이 직무만족에 미치는 영향에 대한 성별 간 차이분석 77
2. 의사소통 스타일이 직무만족에 미치는 영향에 대한 근무년수 간 차이분석 78
3 의사소통 스타일이 직무만족에 미치는 영향에 대한 지위 간 차이분석 79
4. 의사소통 스타일이 조직몰입에 미치는 영향에 대한 성별 간 차이분석 80
5. 의사소통 스타일이 조직몰입에 미치는 영향에 대한 근무년수 간 차이분석 82
6. 의사소통 스타일이 조직몰입에 미치는 영향에 대한 지위 간 차이분석 83
제 5장 결론 85
제 1절 연구결과의 요약 및 시사점 85
제 2절 연구의 한계점과 앞으로의 연구방향 89

참고문헌 91
ABSTRACT 113
부록 118

【표 목차】
<표 2-1> 커뮤니케이션 스타일의 정의 13
<표 2-2> 직무만족의 정의 26
<표 2-3> 연구자별 조직몰입의 정의 35
<표 2-4> 연구자별 조직충성도의 개념 43
<표 3-1> 설문지 구성 및 내용 55
<표 4-1> 표본의 특성 57
<표 4-2> 변수들의 신뢰성 분석결과 59
<표 4-3> 커뮤니케이션 스타일에 대한 항목별 요인분석 62
<표 4-4> 직무만족과 조직몰입 및 충성도에 대한 항목별 요인분석 63
<표 4-5> 전체요인에 대한 상관관계 분석결과 65
<표 4-6> 의사소통 스타일이 충성도에 미치는 영향에 관한 검증 67
<표 4-7> 의사소통 스타일이 직무만족에 미치는 영향에 관한 검증 68
<표 4-8> 의사소통 스타일이 조직몰입에 미치는 영향에 관한 검증 69
<표 4-9> 직무만족이 충성도에 미치는 영향에 관한 검증 70
<표 4-10> 조직몰입이 충성도에 미치는 영향에 관한 검증 72
<표 4-11> 매개변수의 조건 73
<표 4-12> 커뮤니케이션 스타일과 충성도와의 관계에서 직무만족의 매개효과 74
<표 4-13> 커뮤니케이션 스타일과 충성도와의 관계에서 조직몰입의 매개효과 76
<표 4-14> 의사소통 스타일이 직무만족에 미치는 영향에 관한 검증 77
<표 4-15> 의사소통 스타일이 직무만족에 미치는 영향에 관한 검증 79
<표 4-16> 의사소통 스타일이 직무만족에 미치는 영향에 관한 검증 80
<표 4-17> 의사소통 스타일이 조직몰입에 미치는 영향에 관한 검증 81
<표 4-18> 의사소통 스타일이 조직몰입에 미치는 영향에 관한 검증 82
<표 4-19> 의사소통 스타일이 조직몰입에 미치는 영향에 관한 검증 84

【그림 목차】
[3-1] 연구의 모형 50
제 1장 서론

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