Organizational Climate, Perceived Customer Satisfaction, and Revenue per Available Room in Four- and Five-Star Australian Hotels

Measuring tourism and hospitality employee workplace perceptions

“…Davidson et al (2002) described the relationships between the responses of 1401 employees to the THOCS, employee perceptions of customer satisfaction, and revenue per available room (RevPAR) of 14 four to five-star hotels. The Table 1 The 35 'a priori' concepts of Jones and James (1979) use of employee perceptions of customer satisfaction rather than the direct measures taken from the customers were chosen for a number of reasons.…”

“…Using the THOCS Davidson et al (2002) demonstrated that variation in organizational climate significantly explained variation in the financial performance of four to five star hotels via its affect on customer satisfaction. Given the demonstration of the relationship between the THOCS and hotel financial performance, the application of such an instrument provides management with the ability to measure the key determinants of service quality, thus allowing management to identify opportunities for improvements and the ability to monitor the outcome of interventions.…”

“…Davidson et al (2002) argued that the employee in these industries often represents the interface between organization and customer and, therefore, affords management little capacity to directly test their product prior to its presentation to the customer-as production and consumption are instantaneous. Management, however, does possess the capacity to measure the degree to which the organizational climate potentially supports, or subtracts from, the delivery of quality service by the employees.…”

“…For service industries, such as tourism and hospitality, the organizational climate within which employees work may be of even greater importance (Davidson et al, 2002). Davidson et al (2002) argued that the employee in these industries often represents the interface between organization and customer and, therefore, affords management little capacity to directly test their product prior to its presentation to the customer-as production and consumption are instantaneous.…”

Investigating Factors that Influence Employees’ Turnover Intention: A Review of Existing Empirical Works

“…Lashley (2000) mentioned that loss of investment in training and loss of staff expertise are examples of turnover costs and opportunity costs. Some authors highlighted more intangible costs of turnover associated with organizational behavior and related "hygiene factors", for example, work reutilization, role conflict, reduced job satisfaction, low morale, reduced commitment, destructive supervision/leadership and a lack of career growth that influence employee productivity, effectiveness, quality and hotel service standards (Deery, Iverson, & Ervin, 1994;Davidson, Manning, Brosnan, & Timo, 2001;Davidson, Manning, Brosnan, & Timo, 2001;Davidson, Manning, Timo, & Ryder, 2001;O'Connell & Kung, 2007).…”