±¹¹® ÃÊ·Ï
º» ¿¬±¸´Â ¼Òºñȯ°æ¿¡¼ ¼ºñ½º¸¦ Á¦°øÇÏ´Â Á¾¾÷¿øÀÇ Åµµ¿Í ÇൿÀÌ ¼ºñ½º ±³È¯°úÁ¤¿¡¼ ¼ºñ½ºÇ°Áú°ú °í°´¸¸Á·¿¡ ¿µÇâÀ» ÁÙ °ÍÀ¸·Î ¿©°Ü, ÀÌ °úÁ¤¿¡ ¿µÇâÀ» ÁÙ ¼ö ÀÖ´Â ¿©·¯ °¡Áö º¯¼öµé°£ÀÇ Àΰú°ü°è¸¦ ±Ô¸íÇÏ¿´´Ù. Áï, (1) ¼ºñ½ºÁ¢Á¡¿¡¼ °í°´ÀÌ °æÇèÇÑ ¼ºñ½º Á¾¾÷¿øÀÇ ³ë·Â°ú ¼º°ú¸¦ ¸Å°³º¯¼ö·Î, (2) ¼Ò¸ÅÁ¡ °æ¿µÀÚÀÇ ¼ºñ½ºÇ°Áú ¸ôÀÔÀ» ¼±Çຯ¼ö·Î, ±×¸®°í (3)...
[´õº¸±â]
º» ¿¬±¸´Â ¼Òºñȯ°æ¿¡¼ ¼ºñ½º¸¦ Á¦°øÇÏ´Â Á¾¾÷¿øÀÇ Åµµ¿Í ÇൿÀÌ ¼ºñ½º ±³È¯°úÁ¤¿¡¼ ¼ºñ½ºÇ°Áú°ú °í°´¸¸Á·¿¡ ¿µÇâÀ» ÁÙ °ÍÀ¸·Î ¿©°Ü, ÀÌ °úÁ¤¿¡ ¿µÇâÀ» ÁÙ ¼ö ÀÖ´Â ¿©·¯ °¡Áö º¯¼öµé°£ÀÇ Àΰú°ü°è¸¦ ±Ô¸íÇÏ¿´´Ù. Áï, (1) ¼ºñ½ºÁ¢Á¡¿¡¼ °í°´ÀÌ °æÇèÇÑ ¼ºñ½º Á¾¾÷¿øÀÇ ³ë·Â°ú ¼º°ú¸¦ ¸Å°³º¯¼ö·Î, (2) ¼Ò¸ÅÁ¡ °æ¿µÀÚÀÇ ¼ºñ½ºÇ°Áú ¸ôÀÔÀ» ¼±Çຯ¼ö·Î, ±×¸®°í (3) °í°´ÀÌ ¼ºñ½º°Å·¡ °á°ú Áö°¢µÈ ¼ºñ½ºÇ°Áú°ú °í°´¸¸Á·À» °á°úº¯¼ö·Î ¼³Á¤ÇÏ¿©, ÀÌÀÇ Àΰú°ü°è¸¦ °æ·Î¸ðÇüÀ» ÅëÇØ ±Ô¸íÇÏ¿´´Ù.
½ÇÁõºÐ¼® °á°ú´Â ´ÙÀ½°ú °°ÀÌ ¿ä¾àµÈ´Ù. ù°, ¼Ò¸ÅÁ¡ °æ¿µÀÚÀÇ ¼ºñ½ºÇ°Áú ¸ôÀÔÀº Á¾¾÷¿ø ³ë·Â, Á¾¾÷¿ø ¼º°ú, ±×¸®°í ¼ºñ½ºÇ°Áú¿¡ Á¤(+)ÀÇ ¿µÇâÀ» ÁØ´Ù. ¿©±â¼ ÁÖ¸ñÇÒ Á¡Àº °æ¿µÀÚÀÇ ¼ºñ½ºÇ°Áú ¸ôÀÔ°ú °í°´ÀÇ Áö°¢µÈ ¼ºñ½ºÇ°Áú°£ÀÇ Á÷Á¢ÀûÀÎ °ü°èÀÌ´Ù. ±×·¯¹Ç·Î °æ¿µÀÚ´Â ¿ì¼± ±â¾÷ÀÇ ¼ºñ½ºÇ°Áú Çâ»óÀ» À§ÇØ Àΰ£ÀûÀÌ°í °¨Á¤ÀûÀÎ ¸ôÀÔÀ» ÇØ¾ß ÇÔÀ» º¸¿©ÁØ´Ù. µÑ°, Á¾¾÷¿ø ³ë·ÂÀº Á¾¾÷¿ø ¼º°ú, ¼ºñ½ºÇ°Áú, ±×¸®°í °í°´¸¸Á·¿¡ °¢°¢ Á¤(+)ÀÇ ¿µÇâÀ» ÁØ´Ù. ƯÈ÷ ¼ºñ½ºÇ°Áú°ú °í°´¸¸Á·Àº Á¾¾÷¿ø ³ë·Â¿¡ ÀÇÇÑ ¿µÇâÀÌ °¡Àå ÄÇ´Ù. ÀÌ´Â °í°´Àº Á¾¾÷¿øÀÌ °íǰÁúÀÇ ¼ºñ½º Á¦°øÀ» À§ÇØ ¾ó¸¶³ª ¸¹Àº ³ë·ÂÀ» °æÁÖÇß´À³Ä¿¡ ÁÖ¸ñÇÏ¿© ¼ºñ½ºÇ°ÁúÀ» Æò°¡ÇÑ´Ù´Â °ÍÀ» ÀǹÌÇÑ´Ù. ¼Â°, Á¾¾÷¿ø ¼º°ú´Â ¼ºñ½ºÇ°Áú°ú °í°´¸¸Á·¿¡ Á¤(+)ÀÇ ¿µÇâÀ» ÁØ´Ù. ³Ý°, ¼ºñ½ºÇ°ÁúÀº °í°´¸¸Á·¿¡ Á¤(+)ÀÇ ¿µÇâÀ» ÁØ´Ù.
ÀÌ»ó°ú °°Àº ½ÇÁõ¿¬±¸ °á°ú´Â ¼Ò¸Åȯ°æ¿¡¼ ¼ºñ½º¸¦ Á¦°øÇÏ´Â Á¾¾÷¿øÀÇ ³ë·Â°ú ¼º°ú°¡ °æ¿µÀÚÀÇ ¼ºñ½ºÇ°Áú¸ôÀÔ¿¡ ÀÇÇØ ¿µÇâÀ» ¹Þ¾Æ ¼ºñ½ºÇ°Áú°ú °í°´¸¸Á·¿¡ À¯ÀÇÇÑ È¿°ú¸¦ ÁÖ¸ç, Á¾¾÷¿ø¿¡ ´ëÇÑ °í¿ëÀÇ»ç°áÁ¤°ú °í°´¸¸Á·À» À§ÇÑ °æ¿µÀü·«¼ö¸³ ¹× ¼ºñ½º°ü¸®¿¡ °æ¿µÀÚÀÇ ¼ºñ½ºÇ°Áú ¸ôÀÔ°ú Á¾¾÷¿ø ³ë·ÂÀº Áß¿äÇÑ ¿äÀÎÀÓÀ» ½Ã»çÇÑ´Ù.
[´Ý±â]
¿µ¹® ÃÊ·Ï
The study examines how one aspect of the service encounter, perceived employee effort and performance, affects management commitment to service quality, customer¡¯s perceived service quality and custom...
[´õº¸±â]
The study examines how one aspect of the service encounter, perceived employee effort and performance, affects management commitment to service quality, customer¡¯s perceived service quality and customer satisfaction with service transactions in retail environment. Results from the empirical study indicates that perceived employee effort and performance have a strong positive impaction on transaction satisfaction, and are affected by management commitment to service quality positively. In addition, perceived employee effort and performance mediator management commitment to service quality, customer¡¯s perceived service quality and customer satisfaction on the retail environment. To increase customers¡¯ perceptions of service quality and satisfaction managers must commit service quality, and motivate to improve employee effort and performance.
[´Ý±â]
¸ñÂ÷
¿ä¾à
¥°. ¼·Ð
¥±. ÀÌ·ÐÀû ¹è°æ°ú °¡¼³ ¼³Á¤
¥². ¿¬±¸¹æ¹ý
¥³. °¡¼³ °ËÁõ
¥´. °á·Ð
Âü°í¹®Çå
ºÎ·Ï
Abstract