Hospitality organizational culture: impact on employee’s job satisfaction, organizational citizenship behaviors, service recovery performance, and Retaining Employment

Abstract

Organizational culture continues to be a defining factor for the success of hospitality organizations, shaping employee attitudes, behaviors, and performance. Rooted in the theory of work adjustment, this study dives into the multifaceted impacts of hospitality organizational culture on key employee outcomes, including job satisfaction, organizational citizenship behaviors (OCBs), service recovery performance, and intention to leave. The research aims to provide a comprehensive understanding of how the cultural environment within hospitality settings influences these critical factors.

Using a survey-based methodology, data was collected from 600 hotel employees across various hospitality organizations in Pakistan. The findings showed significant relationships between hospitality organizational culture and the examined employee outcomes. A positive and supportive organizational culture was found to enhance job satisfaction, foster organizational citizenship behaviors, and improve service recovery performance. Conversely, a lack of cultural alignment was associated with increased employee turnover intentions.

The study underscores the pivotal role of a robust hospitality culture in promoting employee engagement and commitment. Job satisfaction emerged as a key mediator, linking organizational culture to improved service recovery performance and reduced turnover intentions. Employees who perceive a strong and supportive cultural framework are more likely to exhibit discretionary behaviors that go beyond their formal job requirements, contributing to overall organizational effectiveness

Additionally, the research highlights the importance of service recovery performance as a critical dimension of hospitality operations. Employees embedded in a positive organizational culture are better equipped to address and resolve customer issues effectively, thereby enhancing guest satisfaction and loyalty. Organizational citizenship behaviors, characterized by voluntary and cooperative actions, were also significantly influenced by cultural factors, demonstrating the broader impact of organizational culture on teamwork and collaboration.

These findings emphasize the necessity for hospitality organizations to cultivate and sustain a strong organizational culture that aligns with employee values and expectations. By fostering a supportive and inclusive environment, organizations can not only enhance job satisfaction and service recovery performance but also mitigate turnover intentions and encourage positive discretionary behaviors. This study contributes to the growing body of literature on hospitality management and offers actionable insights for practitioners aiming to optimize employee outcomes and organizational performance.