프랜차이즈 관리자에 대한 통제가 성과에 미치는 메커니즘에 관한 연구: 직무자율성의 조절효과를 중심으로

Abstract

The domestic franchise achieved an outstanding growth in the last decade, but at the same time there is an outbreak of problems such as unfair transaction between franchisors and franchisees, the unfair work environment of employees, and so on. Studies in the past were mostly about controlling and supporting, conflicts and cooperations, and the accomplishments of franchisees, leading to contract renewals. So, there were only a few studies on franchisee managers. This study is based on the idea that in order to achieve an outcome, the human resource management is crucial, and a research on managers was thought to be important. The purpose of this study is to observe how the behavior control and outcome control of the MCS(management control system) affects the job satisfaction of a franchise manager, and in the process, see the influences of moderating effects of job autonomy and role conflicts. In addition, investigate how the manager’s job satisfaction influences the affective commitment, and what effects the affective commitment has on job performance, and customer-oriented behavior, which are the dependent variables. We can say that a franchise store’s outcome management is decided whether successful or failed depending on the role of the manager.

I selected the top 23 stores in the domestic franchise in food industry, based on the type of business, sales, and the number of franchisees and handed out 321 questionnaires to store managers in a one-to-one survey method, finally using 242 papers on analyzation. In order to measure the prime valuable in this research, forming of a questionnaire based on a validated scale in precedent studies was done. To understand the common features of specimens, the analysis of frequency was carried out. Research was done on measurement items’ dependability for reliability verification of measuring instruments, and on validity verification for convergent validity and discriminant validity. Also, for the hypothesis testing of the research model, the SEM(structural equation model) was used. In the result of the CFA(confirmatory factor analysis), the reliability of the model fit and scale were secured. The result of the CMB(common method bias) showed that the possibility of CMB in the 8 kinds of a construct was relatively low. What was confirmed in this research was that the ‘perceived behavior control’, which estimates the manager’s method of job performance, revises, and functions as the business improvement, works as a positive effect which stimulates the fulfillment of a manager’s job satisfaction. On the other hand, the ‘outcome control’ which emphasizes on results and goals followed by assessments negatively affects job satisfactions. Also, in the case of a manager with a high job autonomy, the perceived behavior control positively affected the job satisfaction, but in case of a manager with low job autonomy, the effects of perceived behavior control on his/her job satisfaction was not significant. In other words, the higher the job autonomy, the more amplified was the positive effect caused by perceived behavior control on job satisfaction. On the other hand, based on the level of job autonomy, the difference of effects the perceived outcome control has on job satisfaction was statistically not significant. In other words, no matter high or low the job autonomy is, perceived outcome control was shown to work as a negative effect.

Based on the level of role conflict, the difference of effects the perceived behavior control has on job satisfaction was statistically not significant. But, in the case of a manager who is highly perceiving the role conflict, perceived behavior control affected the job satisfaction positively, so we can say that hypothesis 7-1 is partially accepted. Based on the level of role conflict, the difference of effects the perceived outcome control has on job satisfaction was statistically not significant. In other words, no matter high or low the job autonomy is, perceived outcome control was shown to work as a negative effect. This study is limited to only domestic Franchise in Food Service Industry. It is thought that in the future, we should widen our range of research to retail business and franchise in service industry to draw a generalizable conclusion. This research provides an implication that the key of the manager’s job satisfaction is job autonomy, so managers should be given more rights to lead the store. Excessive stress for goals(outcome control) works as a huge stress for their tasks, so this emphasizes the needs for both human resource management, and the change of cognizance of franchisors/store owners. Communication between a franchisor and a store-owner has been confirmed to be a suitable way of behavior control. This research is a rare one about franchisee managers. What makes this study special is that I used MCS as a independent variable to investigate the effects on the manager’s job satisfaction, and that I used job autonomy and role conflict of JD-R(job demands-resources) as a moderating effect.