The relationship between organizational culture, organizational silence and job performance in hotels: the case of Kuşadasi

Gençer, Güllü; Atay, Hakan; Gürdoğan, Arzu; Çolakoğlu, Ülker

doi:10.1108/jhti-01-2021-0001

Cited by 13 publications

(18 citation statements)

References 49 publications

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“…When employees have a strong sense of company membership, they are more likely to exhibit positive behavior, maintain discipline, and assist others Third, organizational culture has no significant effect on employee performance. this study confirms the results of previous studies (Gencer et al, 2023;Girsang, 2019;Huey Yiing & Zaman, 2009;Raharjo et al, 2018;Wahyudi & Tupti, 2019) who showed that 135 p-ISSN: 2503-4235 organizational culture had no significant effect on employee performance. The organizational culture of P.T.…”

Section: Discussionsupporting

confidence: 92%

Revisiting the Effect of Job Satisfaction and Organizational Culture on Employee Performance: The Mediating Role of Organizational Citizenship Behaviour

Setiani

Siswanto

Robithoh

2023

Shirkah

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Research on organizational citizenship behaviour is intriguing because it is often seen as an important asset to bring new perspectives and ideas to improve organizational performance and culture. However, the factors affecting OCB still need more empirical evidence. This study aimed to determine the effect of job satisfaction and organizational culture on employee performance with OCB as a moderating variable at P.T. Magnum Attack Indonesia. This study used a quantitative approach with a questionnaire survey of 89 respondents. The data analysis method uses SEM-PLS. The results showed that job satisfaction had no significant effect on employee performance and OCB. Organizational culture does not affect employee performance but shows a significant effect on OCB. OCB did not mediate the relationship between job satisfaction and employee performance, as well as organizational culture and employee performance. The research suggests that P.T. Magnum Attack Indonesia should enhance the Organizational Citizenship Behaviour (OCB) of individual employees by fostering a culture of care for colleagues, discipline in work, mutual respect, and assistance among co-workers. Consistently practicing OCB can lead to the development of a positive organizational culture.

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Section: Discussionsupporting

confidence: 92%

Revisiting the Effect of Job Satisfaction and Organizational Culture on Employee Performance: The Mediating Role of Organizational Citizenship Behaviour

Setiani

Siswanto

Robithoh

2023

Shirkah

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“…A similar finding has been made in the hospitality industry, where organisational culture has been shown to mitigate the negative effects of inadequate management while also supporting staff unity and harmony (Al-Hawari et al , 2020; Kao et al , 2020). Therefore, managers must cultivate a positive work culture that encourages workers to feel a sense of attachment to their jobs or to the firm as a result of their efforts (Gencer et al , 2021). Managers can foster a supportive workplace culture by providing employees with opportunities for growth and development, teaching employees healthy habits during difficult times, and encouraging healthy and effective collaboration and communication among colleagues while on the job.…”

Section: Discussionmentioning

confidence: 99%

Citizenship fatigue and psychological ownership among employees in family hotels: moderating effect of family management

Azila-Gbettor

2022

JHTI

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PurposeThis paper examines the relationships between citizenship fatigue, organisational- and job-based psychological ownership and family management among family hotel employees in Ghana.Design/methodology/approachA total of 479 workers took part in the study by completing either a self-reported questionnaire or an interviewer-administered questionnaire. The hotels and respondents were selected using purposive and convenience sampling techniques, respectively. IBM SPSS version 21 and partial least squares structural equation model were used to process and analyse the data.FindingsCitizenship fatigue was found to be a negative predictor of organisational- and job-based psychological ownership. Additionally, job- and organisational-based psychological ownership were positively predicted by family management. Furthermore, family management positively moderates the relation between citizenship fatigue and organisational- and job-based psychological ownership.Originality/valueThis study appears to be one of the first to have investigated a model linking family management, citizenship fatigue and psychological ownership in the family hotel context.

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“…Therefore, exaggeration or inflating of self-efficacy beliefs (i.e. the Dunning-Kruger effect) may result in, a biased, more subjective perception of one's performance (Gencer et al, 2022;Jansen et al, 2021;Verhaeren, 2012). Though there may be a relationship between past performance and self-efficacy and past performance may be a good predictor of self-efficacy, self-efficacy may not be extremely instrumental in predicting future or ensuing performance (Coutinho et al, 2021;Fakehy, 2013.…”

Section: Literature Reviewmentioning

confidence: 99%

Problem-solving abilities of managers: inflated self-efficacy beliefs

Koç

Yürür

Özşahin

2022

JHTI

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PurposeThis study compared the results of self-report and ability-based tests of problem-solving abilities of 144 hospitality managers working at hotels and restaurants through an online survey. In the first stage of the study, the managers were asked to fill in the self-report problem-solving ability scale by Tesone et al. (2010). In the second stage of the study, the managers were asked to respond to questions in a case-study-based problem-solving test.Design/methodology/approachProblem-solving is a key aspect of business process management. This study aims to investigate and compare hospitality managers' actual and claimed (self-report) problem-solving abilities. A lack of unawareness of the actual level of skills may be an important problem as managers who tend to have inflated self-efficacy beliefs are less likely to allocate resources, e.g. time, money and effort, to develop a particular skill or ability they lack. They are also more likely to take risks regarding that skill or ability.FindingsThe results of the study showed that there was a major difference between the results of the self-report test and the actual test. This meant that the managers who participated in the study had inflated self-efficacy beliefs regarding their problem-solving abilities, i.e. they operated under the influence of the Dunning–Kruger effect. The study showed that self-report tests that are commonly used in businesses in recruitment and promotion may not provide a correct level of people's abilities. In general, managers who have inflated self-efficacy beliefs are less likely to be interested in developing a particular skill due to the overconfidence arising from their inflated self-efficacy beliefs. The study showed that managers were less likely to allocate resources, e.g. time, money and effort, to develop a particular skill they lack and are more likely to take risks regarding that particular skill.Practical implicationsManagers in the hospitality industry appear to lack problem solving-abilities. While the hospitality managers assigned high marks for their problem-solving abilities in a self-report problem-solving scale and appeared to be performing significantly good overall in problem-solving, they performed poorly in an actual problem solving exercise. It is recommended that businesses rather than depending on self-report problem-solving scales, they should resort to ability-based scales or exercises that actually measure managers' problem-solving abilities. Also, as managers who had formal tourism and hospitality education performed poorly, tourism and hospitality programme managers at universities are recommend to review their syllabi and curriculum so as to help support their graduates' problem-solving abilities.Originality/valueThe study is original as no previous study compared managers' problem-solving abilities by using self-report and ability-based tests. The study has implications for researchers in terms of developing knowledge, ability and skill-based scales in the future. The study has also significant practical implications for the practitioners.

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The relationship between organizational culture, organizational silence and job performance in hotels: the case of Kuşadasi

Cited by 13 publications

References 49 publications

Revisiting the Effect of Job Satisfaction and Organizational Culture on Employee Performance: The Mediating Role of Organizational Citizenship Behaviour

Revisiting the Effect of Job Satisfaction and Organizational Culture on Employee Performance: The Mediating Role of Organizational Citizenship Behaviour

Citizenship fatigue and psychological ownership among employees in family hotels: moderating effect of family management

Problem-solving abilities of managers: inflated self-efficacy beliefs

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