강원지역 리조트 관리자 멘토링 기능과 리조트 종사자 직무만족의 관계

Abstract

Objectives The purpose of this study is to investigate the relationship between mentoring function and job satisfaction after setting the working period of resort workers as a control variable.
 Methods 400 people who work at resorts in Gangwon-do were set as the research subjects, and a written survey through direct visits and an online form were distributed to community sites within the organization. Frequency analysis, descriptive statistical analysis, correlation analysis, regression analysis, and hierarchical regression analysis were performed based on 232 copies of data collected from May 18 to May 26 in 2017 to analyze the relationship between variables.
 Results First, the longer the working period of resort workers, the higher the job satisfaction. Second, job satisfaction increases as the mentoring function is strengthened in a situation where the working period is controlled. Third, the career development function among mentoring functions did not increase job satisfaction in a situation where the working period was controlled. Fourth, job satisfaction increases as the psychosocial function among mentoring functions is strengthened in a situation where the working period is controlled. Fifth, job satisfaction increases as the role model function among mentoring functions is strengthened in a situation where the working period is controlled.
 Conclusions Due to the role of individual employees of resort companies, the role model function and the guidance function were added among the career development functions, which had the greatest effect on job satisfaction. In other words, rather than relying on the mentoring relationship, it can be seen that the behavior, way of thinking, disposition, attitude, job ability, qualifications, and values of individual workers in senior roles actually affect the mentee's job satisfaction improvement. Therefore, one-on-one mentoring programs between seniors and juniors within the organization should be actively introduced to encourage individual job competency reinforcement and self-development, so that organizational adaptability and continuous learning ability can be improved. In addition, in order to further activate the role model function, it will be necessary to appoint an excellent senior or role model for each job as a mentor, or to seek a way to foster excellent mentors.