프랜차이즈 가맹점주의 노동시간 증감요인: 가맹본부의 신뢰성, 가맹점 방문 직원의 자유방임 리더십, 가맹점주간의 교환관계 = Antecedents to Franchiseeʼs Labor time : Franchiserʼs Trustworthiness, Supervising Employeeʼs Laissez-faire Leadership, Co-Franchisee Exchange

다국어 초록 (Multilingual Abstract)

As there has been a growing interest and concern on a subject of employee leisure time in a Korean Society, an employee’s labor hour, which is closely associated with employee leisure time, has been known to enhance the employee’s perceived quality and satisfaction of his or her work and general life. This study investigated the direct and interactive effects of various organizational determinants on employee labor hour in the context of franchise industry. Specifically, drawing on the multi-foci social exchange theory which suggests that an individual could form varied quality of exchange relationships with different parties, we examined how a franchiser’s trustworthiness, laissez-faire leadership of a supervising employee visiting from a franchiser to a franchisee, the quality of a franchisee’s exchange relationship with other franchisees would directly and interactively affect a franchisee owner’s labor hour. For the present research, we surveyed 195 franchisee owners in restaurant, retailing, and service industries and conducted hierarchical regression analyses. As expected, a franchisee owner was found to work less when he or she perceived higher trustworthiness from a franchiser. In contrast, a franchisee owner was found to work more when a supervising employee more demonstrated laissez-faire leadership. Especially, as a franchisee owner develop ahigher-quality exchange relationship with other franchisee owners, i.e., co-franchisee exchange increased, the extent to which a supervising employee’s laissez-faire leadership increased a franchisee owner’s labor hour was found to be more intensified. Considering the positive outcomes that result from an employee’s reduced labor hour for the quality and satisfaction of his or her work and life experience, the result of this study suggests that a franchiser would need to help a franchisee owner perceive trustworthiness from his or her franchiser. In addition, it was also suggested that a franchiser would need to train and develop his or her employee to gain appropriate styles of leadership which are required to effectively supervise a franchisee owner. A Franchiser’s these efforts would be especially necessary when franchisee owners develop good exchange relationships with each other.

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