This study was intended to consider ego-resilience, which is an intrapsychic factor as moderators variable by expecting that it will act as buffers of negative effect. It was also intended to review how ego-resilience of Japanese restaurant workers impact service agility, job stress, and job satisfaction. In order to conduct this study, we used self-administration to make workers at Japanese restaurants fill in questions directly by distributing questionnaires to workers at Japanese restaurants in Seoul, the metropolitan city area, and the Gwangju area.
Of 300 copies of distributed questionnaires, a total of 274 copies were collected. Then, excluding 11 copies judged as bad responses or low reliability of responses, only 263 were used for empirical analysis. The result of this study is as follows:
First, as a result of verifying the relation between ego-resilience and job stress, the path coefficient between interpersonal relation efficiency, optimistic attitude, anger control, and role conflict, which are constructs of ego-resilience emerged. Therefore, this indicates that the higher the awareness of ego-resilience is, the lower the role conflict of workers at Japanese restaurants are. And it was concluded that the higher the awareness of ego-resilience is, the lower the role ambiguity of workers at Japanese restaurants are. In addition, it was concluded that the higher the awareness of ego-resilience is, the lower the role overload of workers at Japanese restaurants are.
Second, as a result of verifying the relation between service agility and job stress, the path coefficient between organization/service and marketing/member, which are constructs of service agility emerged. Therefore, this indicates that the higher the awareness of service agility is, the lower the role conflict of workers at Japanese restaurants are.
It was also concluded that the better the organization/service is, the lower the role ambiguity is, but marketing/member does not make a significant impact. In addition, it was concluded that organization/service & marketing/member do not make a significant impact.
Third, as a result of verifying the relation between ego-resilience and job satisfaction, it was concluded that the better interpersonal relation efficiency, optimistic attitude, and anger control, which are constructs of ego-resilience are, the higher the job factor which is a construct of job satisfaction is. And it was concluded that the better interpersonal relation efficiency, optimistic attitude, and anger control are, the higher supervision factor which is a construct of job satisfaction is. In addition, it was concluded that interpersonal relation efficiency makes a significant impact on colleague factor but optimistic attitude & anger control do not make a significant effect on colleague factor.
Fourth, as a result of verifying the relation between service agility and job satisfaction, it was concluded that marketing/member which is a construct of service agility make a significant impact on job factor but it is analyzed that organization/service does not make a significant impact on job factor. And it was concluded that marketing/member makes a significant impact on colleague factor but it is analyzed that organization/service does not make a significant impact on colleague factor. In addition, it is analyzed that organization/service & marketing/member do not make a significant impact on supervision factor.
Fifth, as a result of verifying the relation between job stress and job satisfaction, it was concluded that the lower role ambiguity and role overload which are constructs of job stress are, the lower the job factor which is a construct of job satisfaction is. Also, it has been verified that role conflict does not make a significant impact on job factor. And it was concluded that the lower the role ambiguity and role overload are, the lower the supervision factor which is a construct of job satisfaction is. Also, it has been verified that role conflict does not make a significant impact on supervision factor. In addition, it was concluded that role ambiguity & role overload do make a significant impact on colleague factor. Also, it is verified that role conflict does not make a significant impact on colleague factor.
Finally, as a result of conducting canonical correlation analysis between job stress and job satisfaction of workers at Japanese restaurants, two significant canonical correlation functions were drawn. In canonical function 1, the job stress factor showed the relation of role overload and of role ambiguity in turn. In canonical function 2, it showed that role ambiguity and role overload were high in turn. And job satisfaction factor was high in supervision factor at canonical function 1 and was also high in supervision factor in canonical function 2. In addition, it was concluded that of the job stress factors in canonical function 1, role ambiguity and role overload make a significant impact on job factor, supervision factor, and colleague factor. And it was concluded that of the job stress factors in canonical function 2, role overload has a significant relation to job factor and supervision factor.