Hotel Culture Research Articles

Perception of Work Culture and Ethics at Hotels - IHM Guwahati Graduate Students' Perspective

The total culture of a company or a hotel includes its ethical culture. It displays how a company treats morality and moral conduct. The work culture and ethics in hotels will be examined through the lens of Institute of Hotel Management (IHM) Guwahati alumni in this research study. The purpose of the study is to comprehend how these individuals view and interact with work ethics and culture in the hotel business. The hospitality sector is renowned for its diverse and demanding work environment, making the examination of work culture and ethics particularly pertinent. IHM Guwahati, an esteemed institution in the field, serves as a valuable source of insight into the experiences and perspectives of individuals who have undergone formal training and work experience in this industry. Students discovered that peer pressure, leadership philosophies, corporate ideals, and equitable pay are important determinants of moral conduct using a combination of qualitative and quantitative study. To promote ethical behaviour and professional development, they underlined the necessity of open communication, transparent policies, and frequent ethical training. It is observed that after implementing a mixed-method approach, in order to promote a strong ethical work culture, the research supports ongoing training, incentive programs, and reporting procedures. In order to raise ethical standards in hotels, it emphasizes the significance of incorporating ethics into hospitality education and advocates for equitable treatment and leadership development.

How Does Digital Transformation Moderate Green Culture, Job Satisfaction, and Competitive Advantage in Sustainable Hotels?

Target groups within an organization adopt its culture, reflecting it in all internal and external business processes. Adopting a green organizational culture in hotels with sustainability certificates plays an important role in reshaping business processes by developing sustainability awareness among employees. Digital transformation, which facilitates corporate culture and business processes, plays a role in employee job satisfaction while also supporting environmental, social, and economic sustainability. This research aims to determine the relationship between green organizational culture, job satisfaction, and competitive advantage variables and to examine the moderating role of digital transformation on these relationships. The data-collecting techniques of choice were surveys and semi-structured interviews. While Amos software (Version 24) was used to test the hypothetical model in the analysis of survey data, a Hayes Process macro was used to determine the moderating effect. The interview forms’ data was analyzed using a bag-of-words model. According to the research results, there is a positive relationship between the participation, consistency, and adaptability sub-dimensions of green organizational culture and job satisfaction, while there is no significant relationship between the mission sub-dimension and job satisfaction. Furthermore, the study reveals the moderating role of digital transformation in the effect of job satisfaction on competitive advantage.

THE INFLUENCE OF BUSINESS ENVIRONMENT AND ORGANIZATIONAL CULTURE ON MANAGEMENT ACCOUNTING INFORMATION SYSTEM

Management Accounting Information System (MAIS) is an application used to connect, control, evaluate, and monitor employees in doing their work based on the standard and reach the work performance’s target. MAIS is a tool to identify, measure, collect, process, and interpret a company's information. It is also used as a medium to spread information and help the manager in the decision-making process. This study aims to know the effect of the business environment and organizational culture in hotels in Surabaya on the management accounting information system. Also, to analyse the moderation influence of gender, age, and job period in the business environment and organizational culture. The research results showed a positive influence between the business environment and organizational culture on MAIS and no influence on gender, age, and job period. The application of MAIS will be more effective if the environment and corporate culture are enhanced.

Measuring Organizational Culture in Hotels, Restaurants and Travel Agencies in Montenegro

Organizational culture has a strong influence on the management of the organization because cultural patterns are at the core of all human behavior and actions. The aim of this paper is to determine the character of the dominant models of organizational culture in the tourism and hospitality sector of Montenegro. In this study, a field survey questionnaire was used, among employees of hotels, restaurants and travel agencies in Montenegro. In this study, we examined specifically how the characteristics of the company affect the perception of its organizational culture. Furthermore, in this study we also examined how the characteristics of respondents affect the perception of organizational culture. Research hypotheses were tested with CHAID analysis, using IBM SPSS Statistics 26. Results show that the largest number of hotel and catering companies in Montenegro have an organizational culture of the clan and the second most represented culture is the culture of hierarchy. The main finding from the conducted research is the fact that the perception of the dominant type of organizational structure is significantly influenced by the type of tourist company and geographic distribution. The obtained results show that in hotels in the southern part of Montenegro, hierarchy culture is predominant, while in restaurants and travel agencies in central and northern regions it is the clan culture that dominates. The practical contribution implication of the study is in creating knowledge that can be used by managers of tourism companies in Montenegro to create a corporate strategy, recognizing that organizational culture has become an important aspect for senior management, i.e., managing the company and its development.

The Impact of the Organizational Culture on Hotel Outsourcing and Sustainable Performance an Empirical Application in the Egyptian Hotel Sector

In recent years, the concept of an organizational culture in hotels has held an important position on both a theoretical and practical level because this culture significantly affects organizational performance and the strategies adopted by hotels. Therefore, it is considered one of the key factors in determining hotels’ tendency towards outsourcing and sustainable performance. In this study, we aim to analyze the impact of the organizational culture on the level of outsourcing and sustainable performance. To do so, we will use the Competing Values Framework (CVF), which divides organizational culture into four typologies: hierarchical, group, rational, and development cultures. A personal questionnaire was administered to the directors or managers of 114 hotels located in two Egyptian cities: Hurgada and Sharm El Sheikh. The results of the structural model suggest the negative impact of the hierarchical and development cultures on the level of outsourcing. The results show a positive influence of the four types of organizational culture on sustainable performance, suggesting that these hotels have a strong interest in sustainability and the environment. The findings reveal a negative relationship between the level of outsourcing and sustainable performance. Finally, this study presents academic and practical implications, as well as recommendations for future research.

Sustainability awareness, management practices and organisational culture in hotels: Evidence from developing countries

Abstract The subject of sustainability and it its management in the hotel context is somewhat volatile with varied evidence in support of different viewpoints. This study, adopting Situated Cognition (SC), explores the role of organisational culture in sustainability practice and awareness among hotel practitioners. The findings from this study reveal that management practice of sustainability has strong relationship with both organisational culture and employees’ sustainability awareness. However, organisational culture only mediates the relationship between sustainability awareness and management on country to country basis. The study recommends that owner-managers need to realise the importance of building up a robust organisational culture particularly in support of their sustainability management and empowerment of their staff.

Establishing a measurement scale for safety culture in the hotel industry

The occurrence rate of workplace accidents has typically been lower in the hotel industry than in the manufacturing/construction industry. However, over the last few years, workplace accidents in the hotel industry have increased. The purpose of this study was to establish a questionnaire instrument to evaluate the safety culture in hotels. We employed a modified Delphi method to identify measurement indicators. Exploratory factor analysis and confirmatory factor analysis were performed to refine the final questionnaire instrument. Final questionnaires were then distributed to staff from nine five-star hotels, and responses were collected from 229 non-managerial employees and from 203 managerial employees. From these results, five dimensions, 13 sub-dimensions, and 39 indicators were identified.

Anglo-American Travelers and the Hotel Experience in Nineteenth-Century Literature: Nation, Hospitality, Travel Writing

Anglo-American Travelers and the Hotel Experience in Nineteenth-Century Literature: Nation, Hospitality, Travel Writing

Type of Work Experience Important for Hotel Managers’ Success: Focus versus Variety

ABSTRACTThe goal of the present study was to determine the experience background factors that could predict the extent to which hotel managers would use knowledge from their job experiences to solve problems and innovate at work. Four work experience factors were examined, the number of years the hotel manager worked in the hospitality sector as well as in his or her current job (depth of experience) and the number of sectors as well as entities the hotel manager worked throughout his or her professional career (breadth of experience). One hundred and sixty hotel managers in Jamaica were surveyed and the data analyzed using stepwise regression analysis. A key finding of the study was the number of entities a hotel manager worked was a significant predictor of the extent he or she used knowledge from his or her work experience to solve problems and innovate. The higher the number of entities the hotel manager worked, the greater the extent to which the manager used knowledge from his or her work experience to solve problems and innovate at work and this is after the manager’s hotel culture, attitude to learning, management level and department has been controlled.

Customer relationship management (people, process and technology) and organisational culture in hotels

PurposeThe purpose of this study is to examine the impact of four organisational cultural traits of adaptability, consistency, involvement and mission on the three components of customer relationship management (CRM), namely, people, process and technology, in the context of the hotel industry.Design/methodology/approachRequired data are collected with a quantitative approach and a questionnaire adapted from the Denison organisational culture survey and the Mendoza CRM model. The questionnaire was distributed among 364 managers of a chain hotel in the UK and gathered data were examined using the structural equation modelling method.FindingsThe results of this study reveal that the four traits of organisational culture (adaptability, consistency, involvement and mission) have positive and significant impacts on the three components of CRM (people, process and technology). A set of theoretical contributions and practical implications was also discussed.Research limitations/implicationsThe study is conducted with a case study approach; hence, the findings cannot be generalised to a larger population, and the results might be different for other industries. Because of the limitation of access to all employees, only managers were selected as the sample, and future studies with all employees may show different results.Practical implicationsCurrent study helps hotel managers to understand the role and importance of organisational cultural traits in successful implementation of their CRM strategy components.Originality/valueThe position taken in this study recognises the need to enhance the understanding of organisational culture’s impact on implementing CRM components. Organisational cultural traits have different levels of impact on CRM implementation, and this is the first study to investigate the detailed impacts of the four traits of adaptability, consistency, involvement and mission on the three components of CRM, namely, people, process and technology.

Key factors for a successful implementation of a customer relationship management technology in the Tunisian hotel sector

Purpose– This study aims to show the contribution of the determinants of customer relationship management (CRM), namely, customer-centric organizational culture and customer-centric management system, in explaining CRM performance. The moderating role of employee support has also been examined.Design/methodology/approach– A questionnaire was administered to 406 CRM users in 15 four- and five-star hotels in Tunisia. Data were analyzed using structural equation modeling.Findings– The results show that a consumer-centric managerial system positively affects CRM technology. Managerial system contributes to have an efficient CRM technology implemented that provides sales force with customer information, competitor information, leads for cross-sell/up-sell opportunities, tracks product availability and measures customer loyalty. These dimensions are negatively affected by a consumer-centric organizational culture. CRM technology once implemented with an adapted consumer-centric vision will enhance the CRM performance. Moreover, the use of CRM technology by employees leads to higher performance. CRM performance can improve when different CRM components are used and supported by employee. Exchange of relevant information that provides technology can improve in regaining lost customers, in acquiring customers and in improving the total return per customer and reducing customer migration.Practical implications– The findings help managers to consider adopting a customer-oriented CRM strategy that considers all the variables that may affect the performance of this technology (initiation, maintenance and retention). Companies will be able to reconsider some notions related to CRM strategies: restructuring the human factor, disseminating information, changing hotel culture and training of users.Originality/value– This study is the first to explain CRM performance in Tunisian hotels. It helps to highlight the importance of the visitors’ behavior in hotels, which explains, among other things, the difficulty of maintaining long-lasting relationship with hotel guests, despite a good system management and a good customer-centric culture.

Influence of Empirical Work on the Job-Related Ethics of Hotel Interns: A Case Study of Students in Mainland China

This study aims to determine the extent to which empirical work influences job-related ethics by assessing interns' level of business ethics before and after an internship. Results indicate that work ethics improved after the internship. Factor analysis was used to identify 4 factors that affect work ethics: benefiting at the expense of the hotel, benefiting at the expense of guests, infringement on guests' privacy, and tips and grey areas. Interns were classified into 3 groups according to their level of work ethics: active responders, middle contradictors, and passive obligators. Hotel culture and gender influenced the interns' level of business ethics.

“[A] British Social Institution“: The Visitors' Book and Hotel Culture in Victorian Britain and Ireland

The visitors' book occupied a central place in the hotel and inn culture of Victorian Britain and Ireland, reflecting intertwined legal regimes and leisure practices that created distinctive space for inscription in, and reading of, the volume—acts that were portrayed as unique to the travel cultures of the United Kingdom. Contemporary commentators, while playfully critiquing vulgar “inn verse,“ nonetheless lamented its displacement by prescriptive regimes of guest registration, which marked intensifying corporate and continental influences over what they regarded as singular practices associated with British and Irish traveling culture. Indeed the social and cultural history of the visitors' book offers a window onto travel performances, the liminality of hotel and inn space, distinctive features of the Law of Innkeepers in the Anglo-American legal tradition, and contests over status and taste as guests placed their imprimatur on places of high physical circulation and social fluidity.

Work-Family Balance as a Potential Strategic Advantage: a Hotel General Manager Perspective

This qualitative study is an exploratory attempt to investigate hotel general managers’ (GMs) perceived work—family balance/interface issues from a strategic perspective. Based on 49 in-person, in-depth, in-office, interviews with full-service hotel GMs, the authors identify current strategic issue perceptions (SIPs) of hotel GMs and explore potential relationships between these SIPs and work—family issues in the hotel industry. Findings suggest that work—family issues, including workplace flexibility, turnover, knowledge management, and career advancement are influenced by hotel culture and the GM’s management style; and when human resources are perceived as a competitive advantage by the hotel GMs, the work—family issues are indeed related to the hotel GM’s perceived strategic issues.

A transactional approach to customer loyalty in the hotel industry

PurposeThe purpose of this paper is to explore the ways in which a transactional marketing approach can generate customer loyalty in a hotel brand.Design/methodology/approachThe paper provides a review of the paradigm shift from transactional marketing to relationship marketing, in the services marketing literature. The inductive research used a qualitative approach, with multiple techniques including non‐participant observation in several hotels; in‐depth interviews with hotel managers; and telephone interviews with hotel customers in the UK.FindingsThe findings suggest that a transactional approach to marketing can be an effective strategy for hotels, which target niche segments with highly differentiated offers at competitive prices. It was found that this approach can create significant customer loyalty.Research limitations/implicationsThe case study approach and focused sample mean that attempts to generalize the findings should be taken with care. Furthermore, this study does not attempt to measure the effectiveness of transactional marketing on customer loyalty; it reports findings from a qualitative study carried out to explore marketing practices in a small sample of hotels.Practical implicationsFor practitioners, the paper suggests that transactional marketing and relationship marketing can be seen as complementary marketing strategies.Originality/valueThe paper provides novel insights into hotel culture, hotel/customer relationships, hotel service customization and customer loyalty. The paper challenges the received view that transactional marketing is less appropriate than relationship marketing in achieving customer loyalty in hotel branded operations.

호텔 총지배인리더십의 종사원 관리에 관한 중요도 분석 - 서울 특 2급 호텔을 중심으로 -

본 연구는 호텔기업에 새로운 이미지를 창출하고, 호텔상품 및 서비스의 품질개선을 주도하여 고객에게 더 나은 가치를 제공하고, 호텔 가치를 증대시키는 요인으로 적정한 호텔종사원관리에 대한 바람직한 총지배인의 발전적 리더십이 형성되고 작용되어야 한다는 것이다. 하부조직구성원이 창조적이면서 동의할 수 있을 가치와 도덕이 뒷받침된 인간의 가치 존중에 바탕을 둔 새로운 총지배인 리더십을 원하는 것이다. 분석결과 효율적 경영실천을 위한 아래로부터의 커뮤니케이션 및 직무이해, 창조적인 종사원 직무환경, 경쟁력 있는 종사원 임금, 발전적인 종사원 권한위임 요인들과 표출된 세부항목들을 새로이 인식하고 결집시켜 호텔종사원 관리적 새로운 기업문화의 틀을 실행해 나가야 할 것이다. The purpose of this study is to show the optimal leadership model based on general manager management that is related to hotel employees, which may then be applied to ideal hotel management in Korea. The variables analyzed in this study are employee-management relations from the lowest ranking employee to the highest level of management, with communication and job understanding held common among the subjects. This study looks in detail at four main concepts. Firstly, the employees are encouraged to put forth their best efforts through the standardization of the requirements and regulations of the job and ensuring product suitability. Secondly, the cultivation of new hotel culture empowers the employees. The third point taken into account is the encouragement of employees to take pride in the work they do, which is done through a kind of reward system and salary. The final point considered is the empowerment of employees, which results in employee commitment to the job.

The Effect of Organizational Culture on Individual Outcomes in the Hotels Industry: An application to 5 & 3 star hotels in Cairo

Organizational culture is significant and important because it helps hotels predict the behavioral intentions of their employees, and consequently assure their job satisfaction. Also understanding hotel culture facilitates the person and the organization fit which allows more consistency between employees and their work environment. This paper investigates the relationship between some dimensions of organizational culture and satisfaction and behavioral intentions of front desk employees in 5 and 3 star hotels in Cairo in addition to studying the relationship between demographic variables of 5 and 3 star hotel samples and job satisfaction. The main criterion for the selection of front desk employees is that they are in direct contact with guests all the time which brings them to physical and nervous tension and dissatisfaction so, hotels should adopt some culture that appeals to this segment of employees. The main result was that valuing ethics, honesty, support for employees, fair compensation and employee development including promotion from within are the most critical dimensions of hotel culture that influence employees behavior. To enhance the results of this paper, hotel managers should compensate their employees fairly and develop training programs. Recruitment and selection process should be based on hotel culture and values to potentially increase job satisfaction and intention to stay in job.

Hotel culture and social control

This paper examines key sociological perspectives on hotels. Two main issues are considered: the role of the hotel as an agent of social exclusion, and the extent to which hotels place constraints on interaction between guests. A necessary link exists between these two. Hotels as agents of social control need to ensure that guests receive individual attention. For economic reasons, however, “attention” must be delivered collectively. To sustain the impression that guests are recipients of personal attention, mechanisms of control are required to contain spatial and social order, interaction, and decorum. This article identifies these mechanisms, exploring their consequences for a theoretical conceptualization of hotels.

Hotel managers' careers and their impact on hotels in Britain

The career succession of senior and middle managers clearly affects the culture of the organizations in which they work. But m relatively ‘closed’ industries where industry and occupational norms are a major determinant of career paths, what influence do organizations have on their managers' attitudes? The hotel industry is such a ‘closed’ industry, hotel managers tend to be trained and developed apart from managers in other industries. It is also an industry which has rarely been studied by social scientists, in particular hotel managers have been ignored. This paper examines the career paths of unit managers in British hotels. It reveals the extent to which traditional, occupationally orientated attitudes still affect managers' careers in this industry and speculates on the impact these attitudes have on hotel culture and hotel companies.

Declining hotel standards and the skill trap

This article puts forward two broad theories, based on skill requirements, of why and how standards in British hotels may be falling. The structure of the labour market is the focus of one theory, and hotel culture and the ‘European tradition’, of the other: A main conclusion is that any prolonged decline in hotel standards will be difficult to reverse, so some actions to prevent its prolongation are suggested.