連鎖餐廳組織因素與服務傳遞缺口關係之研究

Abstract

中文摘要 管理大師彼得‧杜拉克（Peter F. Drucker）說：「新經濟就是服務經濟，服務就是競爭優勢」，又說：「企業存在的目的，在於創造顧客、服務顧客、滿足顧客」。餐飲業由於受景氣的波動較小，近幾年卻逆勢發展迅速，尤其是加盟各類餐飲系統已蔚為一股風潮，成為經濟體系中深具有代表性之產業。連鎖餐廳如何在面對同行的競爭與挑戰下，建立一個屬於自己的連鎖體系，除了以美味的餐飲取勝之外，同時必須積極提昇企業生產力與品質管理，才能在多變的競爭環境之中立於不敗之地。而服務品質提升中最大的困擾就是人力供需失調，此一失調不僅是量的不足；質的欠缺亦是嚴重。因此「人力資源管理」遂成為影響餐飲業發展的成功關鍵因素。 本研究捨過往在服務品質研究上多針對員工個人的內化因子討論，而從外在的「組織因素」層面切入，希冀將連鎖餐廳「組織因素」中的「高階主管因素」、「組織文化」與「組織結構」單獨抽離，重新投射在「連鎖力」與Parasuraman , Zenithaml, and Berry三位學者的「服務傳遞缺口」理論模式上，從人力資源發展的宏觀面，探討連鎖餐聽組織因素與服務傳遞缺口間之影響關係。研究中以連鎖餐廳類型為主軸，概分為本土與國際連鎖體系，除了延續過往研究探討個別構面間的影響外，進一步以結構方程模式（LISREL）驗證組織因素、連鎖力與服務傳遞缺口整體模式間之因果路徑關係，主要研究發現如下：（1）本研究整體理論模式配置獲得支持，表示三大構念間確實存在顯著的影響關係。（2）連鎖餐廳類型與三大構念間有不同的顯著差異存在。（3）連鎖餐廳「組織文化」與「組織結構」兩組織因素構面，對服務傳遞缺口間有直接之影響效果。（4）「高階主管因素」與「組織結構」兩組織因素構面，對「連鎖力」產生直接之影響效果。（5）連鎖餐廳「連鎖力」與「服務傳遞缺口」兩構面間，有高度之直接影響效果。（6）連鎖餐廳「連鎖力」具中介效果。Abstract Peter F. Drucker, an authority on management area, recommends that new economy means as service economy; this service is equal to a competitive advantage. The purpose of service industry is to create customers, serve customers, and satisfy customers. Current year, the food and beverage industries boomed rapidly after the depression because they encountered the least fluctuation. Especially, the food and beverage industries try to forge a chain system. This trend has become a unique representative in the entire economic system. The chain restaurant has to build up a specific chain system in which not only provides delicious menu items but also enhances excellent production and quality management in order to face competitors’ challenges. Through struggling with this competitive and various environments, the chain restaurant has been a victor in the economic contest. The most difficulty of service quality is that the supply and need in the labor market lost their balance. The result causes a serious deficiency either quantity or quality. Therefore, “human resource management” form a major success factor in developing the food and beverage industries. This study focused on the exterior dimension “organizational factor” instead of the interior dimension “employee personal factor”. Meanwhile, the study divided “organizational factor” of the chain restaurant into three categories, including “top manager factor”, “organizational culture factor”, and “organizational structure”. Based on the model of “service delivery gap” from three famous researchers, the study rebuilt a key factor “chain power” into the model of “service delivery gap” so as to understand their relationships and affects. This survey highlighted the chain system of the restaurants, involving local and international chain system. On the other hand, in addition to recognize the original affects existed among individual factors, this study also identify whether there is a path relationship among “organizational factor”, “chain power”, and “service delivery gap” through LISREL analysis.The results of this study supported an overall theory model set by this research. The results of this study were: （1）There was a relationships among three main factors;（2）There was a significant difference between three main factors and two chain systems of the restaurants;（3）There was a direct affect between “service delivery gap” and “organizational factor” with organizational culture factor and organizational structure;（4）There was a direct affect between “chain power” and “organizational factor” with top manager factor and organizational structure factor;（5）There was a highly direct affect between “chain power” and “service delivery gap”.（6）There was a mediator effect in “chain power”.