The Hospitality Culture Scale: A measure organizational culture and personal attributes

Sociology’s Role in the Teaching of Organizational Behavior in Higher Education. The Case of Hospitality Management

“…But there is more: Hospitality is also a space of social and economic exchange, it configures forms of social control of guests and hosts, participates in the definition of what is a stranger and how to deal with it; serves as a metaphor of the relationship between cultures; shapes the contents of the idea of being at home in a distant place; contributes to the anthropological concept of hospitality; aims to participate in the definition of the memorable memories of the life of the guests and has an important role in framing practices and discourses about contemporary physical, psychological, social and cultural mobilities [27][28][29]. All of this signifies the presence of social images, metaphors and constructions framing the meaning and reality of hospitality and of the hospitality industry, which is reflected in its study and it shapes what happens to the people in there.…”

Organizational Hospitality: Theorical and Empirical Developments

“…Em segundo lugar, devem-se analisar os itens escolhidos para a construção da escala, o que é importante para determinar os que devem ser eliminados ou retidos para a relação definitiva. No terceiro passo está o desenvolvimento dos constructos estabelecidos para a escala, conceituando-os, e empregando-os no levantamento a ser realizado para se validar o instrumento escalar (Dawson, Abbott & Shoemaker, 2011). Pesquisas no Brasil tiveram como objetivo construir escalas de indicadores ligados à hospitalidade (Campos, 2008;Grinover, 2003) mas não se relacionam com o objeto deste estudo.Internacionalmente, usando-se o termo <hospitality indicators> foram encontrados 71 registros no Portal de Periódicos da Capes e usando-se o termo hospitality scales foram encontrados 32 registros na mesma base de dados (Capes, 2012a), mas nenhuma pesquisa encontrada é relativa ao objeto deste estudo.…”

HRM Practices Used in Hotel Industry in Relation to Employee Satisfaction: A Study with special reference to Chandigarh

“…Job satisfaction can be influenced by variety of factors such as kind of supervision, organization policies & administration, salary & quality of life etc. Employers have a need to keep employee from leaving and going to work for other organizations (Dawson et al, 2011). The best way of retaining employees is to provide the job satisfaction and opportunities to build up their careers.…”

“…The findings of this research are helpful for managers to examine the success of HR practices which are currently implemented by them. Dawson et al (2011) pointed out that, companies are aware of the importance of satisfaction in hotel workers. Studies have been performed to understand the relationship between satisfaction and: (a) addictive behaviors (Santos & Paiva, 2007); (b) service (Rebouças et al, 2007); (c) physical health (Leite & Carvalho, 2011); (d) performance ( Gu & Siu, 2008); (e) empowerment (Chen, 2006); (f) individual factors or general job satisfaction (Almeida et al, 2012); (g) work-family conflict (Qu & Zhao, 2012); (h) organizational commitment (Chen, 2006;(i) hospitality (Fisher & McPhail, 2011); (j) workers, customers, and financial performance (Chi & Gursoy, 2009); (k) work and intention to quit (Chen, 2012); (l) selfesteem, self-efficacy, and emotional stability (Judge & Bono, 2001); (m) national culture (Sledge et al, 2008); (n) flexibility (Lee et al, 2011);and (o) virtual work (Golden & Veiga, 2008 Wright et al (1994) distinguished between an organization"s human resources (the skilled and experienced employees) and human resources systems.They argued that an organization"s human resources have a greater potential to generate value on a sustainable basis.…”