The Mediating Role of Organizational Culture on the Relationship between Employee Performance and Antecedents in the Hotel Sector

Abstract

Hotel managers face more risks and complexity in their work environment compared to their manufacturing firms' counterparts owing the unique service characteristic offered by hotels. The hotel managements' budgetary participation and their leadership styles, commitment quality management practices (QMPs) in terms of communications can all assist them in tackling the uncertain and risky environment for better performance of jobs. This article defined and measured leadership style, organizational commitment, quality management practices (QMPs) and their impact on organizational performance, and examined the moderating role of organizational culture on the above relationship. The article conducted an analysis of the empirical studies and models that related leadership style, organizational commitment, quality management practices (QMPs), organizational culture and performance. It primarily aimed to illustrate the conceptualization, measurement and examination of the different concepts. Following the analysis of literature, the findings showed that leadership style, organizational commitment, quality management practices (QMPs) and organizational culture significantly effects various hotel processes, employees and performance. The article also provided a description of the various dimensions of the leadership style and it found that with committed employees with norms and values consistent to those of the organization, the performance of the hotels can increase towards achieving it goals. This article suggests that the balanced scorecard (BSC) be used as a tool to measure performance in the performance management system. It also suggests that future studies focus in this area to shed light on the nature and the ability of variables to influence hotel performance. Hotel management and leaders are suggested to form robust quality management practices within the hotels to enhance its overall performance.

Exploring organizational culture, quality assurance, and performance in higher education

“…They found a strong relationship between organizational culture and organizational performance. The same relationship regarding cultural influences on performance was also confirmed by several studies that showed positive and significant findings (Ali Alsheikh et al, 2018;Ibrahim et al, 2018;Imam et al, 2013;Yu & Wang, 2018). Meanwhile, the relationship between quality assurance and organizational performance was investigated by Al Ghamdi (2018), who found that organizational culture can be a predictor of organizational performance.…”

“…To encourage an organization to improve its performance and maintain it continuously, it requires an organizational culture. In-depth studies have shown that organizational culture plays a role in improving employee performance (Ali Alsheikh, Abd Halim, Ahmad Alremawi, & Bin A Tambi, 2018;Biswas, 2009) and organizational performance (Alghamdi, 2018;de Hilal, Wetzel, & Ferreira, 2009;Dong-qin, Surname, & Surname, 2006;García-Fernández, Martelo-Landroguez, Vélez-Colon, & Cepeda-Carrión, 2018;Gorondutse & Hilman, 2018;Ibrahim, Mahmood, & Bakar, 2018;Lu & Li, 2008;Mallak et al, 2003;Ogbonna & Harris, 2000;Yesil & Kaya, 2013;Yu & Wang, 2018), developing flexibility (Weihong & Dan, 2008), effectivity (Deem, DeLotell, & Kelly, 2015;B. T. Gregory, Harris, Armenakis, & Shook, 2009;I.…”

The Relationship Between Transactional Leadership and OCB: A Conditional Analysis of Organizational Justice Perception and Psychological Contract Fulfillment

“…This in turn yields in actions from employees to further satisfy customers with service provision, which is the core of service industry. These findings do not contrast from existing literature of the subject (e.g., Ali Alsheikh et al, 2018;Saez, 2020;Zaraket & Sawma, 2019). This is while no study has directly measured the elements included in this research in the context of tourism sector of Lebanon.…”

The mediating role of job satisfaction on compensation, work environment, and employee performance: Evidence from Indonesia

“…Globalization has brought many challenges to organizations in managing employee performance to achieve organizational goals (Gorondutse & Hilman, 2019;Polychroniou & Trivellas, 2018). The success of an organization hang on the utilization of human resources such as people who provide energy, creativity, and enthusiasm for the organization and plays a pivotal role in the implementation of organizational operations (Ali Alsheikh, Ahmad Alremawi, & Bin A Tambi, 2018). Human resources must always be considered, maintained, and developed by organizations (Dessler, 2000;Hasibuan, 2002;Purwadita, Sudiro, Mugiono, & Idris, 2018;A.…”