수협은행의 서비스지향성이 직무만족, 고객지향성에 미치는 영향

Abstract

The purposes of this study were to analyze the effects of service orientation on job satisfaction and customer orientation and provide basic marketing data so that the Suhyub Bank could enhance its service quality and take a competitive advantage over its rival banks. For those purposes, the study set the following research hypotheses: First, the service orientation of Suhyub Bank will have effects on job satisfaction. Second, the service orientation of Suhyub Bank will have effects on customer orientation. Third, job satisfaction will have effects on customer orientation. The main findings were as follows: First, the factor analysis results show that service orientation, an independent variable, consisted of four factors that were service leadership, human resource management, service system, and service encounter. Second, the reliability test results reveal that all the subfactors of the independent variable, which include service leadership, human resource management, service system, and service encounter, recorded a very high reliability level at 0.961 of Cronbach's alpha coefficient. The job satisfaction of a parameter was very high, as well, at 0.925 of Cronbach's alpha coefficient. And the customer orientation of a subordination variable was very high at 0.900 of Cronbach's alpha coefficient. Since all of them recorded a Cronbach's alpha coefficient of 0.6 or higher, there were no problems with the analysis results. Third, the study tested the research hypotheses with regression analysis and found that the hypothesis about relations between the service orientation and job satisfaction of Suhyub Bank was adopted and that all of four service orientation factors, which include service leadership, human resource management, service system, and service encounter, had effects on job satisfaction. The hypothesis about relations between service orientation and customer orientation was also adopted with all of the four service orientation factors having impacts on customer orientation. In addition, the one about relations between job satisfaction and customer orientation was adopted, as well, with the former having influences on the latter. These findings indicate that all of the research hypotheses about relations between service orientation and job satisfaction, between service orientation and customer orientation, and between job satisfaction and customer orientation at Suhyub Bank were adopted. Based on these findings, the study reached the following conclusions: First, good service leadership, one of service orientation factors at Suhyub Bank, had the most effects on a sense of accomplishment, sense of stability, sense of challenge, salary, and promotion, being followed by good service encounter and human resource management that had much influence on a sense of accomplishment, sense of stability, sense of challenge, salary, and promotion. Of the service orientation factors, good service system also had impacts on a sense of accomplishment, sense of stability, sense of challenge, sense of self-realization, salary and promotion, but it had smaller impacts than the other factors. These findings suggest that Suhyub Bank can increase job satisfaction by supplementing the service system factor of service orientation. Second, good service leadership, one of service orientation factors at Suhyub Bank, had the greatest effects on customer reception, customer trends, service provider, and individual relationship, being followed by good human resource management and service encounter that had much effect on customer reception, customer trends, service provider, and individual relationship. Of the service orientation factors, good service encounter also had effects on customer reception, customer trends, service provider, and individual relationship, but it had smaller effects than the other factors. These findings suggest that Suhyub Bank can enhance customer orientation by supplementing the service encounter factor of service orientation. Third, high job satisfaction had huge impacts on customer reception, customer trends, service provider, and individual relationship, which suggests that Suhyub Bank can increase customer reception, customer trends, service provider, and individual relationship by supplementing the job satisfaction factor.