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Culture of Fear in Hotel Businesses

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Abstract

The theoretical exploration of the culture of fear in hotel businesses is essential to understanding the significant effects on business management and employee well-being. The primary purpose of this research is to provide information to improve businesses' management strategies by examining the impact of a culture of fear on employee behavior. Understanding the effects of a culture of fear on employees' psychological health, job satisfaction, and organizational productivity can help managers identify measures to create a healthier and more supportive work environment. This research may also contribute to the business management literature on the culture of fear and provide a basis for future studies. In conclusion, examining the culture of fear in hotel businesses is an essential area of research in business management and employee well-being, and this research aims to raise awareness and develop management strategies in this area.

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In an era characterized by rapid economic developments, globalization, political shifts, cutting-edge technologies, and the ubiquitous dissemination of information, organizations face a pressing need to adapt to the ever-changing landscape. Recognizing the crucial role of effective leadership in driving organizational change, Managing Successful and Ethical Organizational Change delves into the essential skills and competencies required to undertake this formidable task. It emphasizes the importance of change in both personal and social spheres, highlighting its symbiotic relationship with innovation—a continuous process of development and reorganization that fosters the formation of new practices and results essential for business survival. Drawing from a systemic perspective, this book sheds light on the critical interplay between an organization's openness to change and its ability to implement successful transformations. It explores the various drivers of change, including both internal dynamics and external environmental influences, enabling readers to develop a comprehensive understanding of the forces at play. Within this context, the book delves into the multifaceted responsibilities of leaders in managing change effectively. Moreover, this book addresses the resistance commonly encountered during change initiatives, providing insights into overcoming obstacles, fostering employee satisfaction, nurturing interpersonal relationships, recognizing the contributions of individuals, and skillfully resolving conflicts within the change context. Given the inherent interdependence between organizations and their operating environments, this book underscores the necessity for businesses to continually adapt to survive in today's fiercely competitive arena. It elucidates the challenges faced by executives in meeting these demands and introduces specialized skills essential for mitigating resistance and successfully implementing transformative changes. The invaluable insights presented in Managing Successful and Ethical Organizational Change make it an indispensable resource for both public and private sector executives, as well as students and staff in educational institutions. Its comprehensive analysis, practical proposals, and scholarly approach position it as an essential tool for academics and professionals alike in the fields of organization and business administration.
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Chapter
It is widely accepted in the academic community that the success of a hotel company depends to a large extent on the behavior of its employees. More specifically, hotel customers form their opinion about the hotel’s services through their interactions with the several work teams of the hotel (such as front desk, house cleaning, and restaurant employees). Thus, the development and the existence of a hotel company are highly connected with the efficiency of its personnel. According to previous research, the effectiveness of hotel employees are strongly related to several organizational factors (such as leadership styles, communication, organizational culture, and training). The current paper aims to examine the key organizational factors that influence employees’ effectiveness. The methodology that is used in this paper is literature review via the PRISMA method. Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) focuses on reporting the reviews as well as evaluating the effects of interventions that are connected with the key variables of leadership styles, organizational culture, communication, group dynamics, and team efficiency.
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Human capital is regarded to be one of the most important factors for the success of a hospitality company. Hotel employees represent the entire hotel company and they are usually considered to be a part of the first impression that the customers gain from the hotel company. According to previous research, the abilities and competencies of the members of an organization (such as a hotel company) are often influenced by the leadership styles which are adopted by the management as well as the organizational culture. So, it is very important to investigate the role that leadership styles and organizational culture play in the formation of group dynamics which is the key factor for creating efficient hotel work teams. The aim of the current paper is to examine the effect (positive or negative) of the variables of leadership styles (such as transformational) and organizational culture on the variable group dynamics in the hospitality industry. Although several types of research have been conducted, which connect leadership styles and organizational culture, there seems to be an empirical gap in the connection between leadership styles, organizational culture, and group dynamics, especially regarding to the hospitality industry. Hence, the current paper aims to shed some light on this gap through empirical research which was conducted on employees of 4 and 5-star hotels. The outcome of the research revealed that there are connections between the abovementioned factors.
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Chapter
The hotel sector is vulnerable on changes. These changes usually occur on the hospitality’s sector environment. That leads on frequent changes which occur within the hotels. One of the side effects of this is the resistance on change. The current literature indicates that although resistance on change is something which is highly expected to occur, still there is a lack of empirical research as well as an instrument of research. The purpose of this paper is to develop an instrument of research on resistance to change among hotel employees; more precisely on four-star and five-star hotels in Greece. The research instrument was developed by (Oreg, Journal of Applied Psychology 88:680–693, 2003); it is made by four variables (routine seeking, emotional reaction to change, short-term focus and cognitive rigidity). The participants of the sample were 372 hotel employees. The findings indicate that the questionnaire was reliable, though the cognitive rigidity dimension as marginally accepted by the Cronbach Alpha test. The outcome of the pilot study indicated that the resistance to change can be avoided if the hotel management tries to implement a well programmed change where the employees will participate on the decisions. Regarding the instrument of research, the exploratory factor analysis indicated that item 15 (“I often change my mind”) and item 18 (“My views remain constant over time”) would both have to be removed. In addition, in the unrotated factor solution, item 18 also showed multicollinearity; however, it could be retained in analysis, because its loading into the first factor was adequately higher (>0.3). Hence, the instrument of research can be used on future research, though it may need some modifications regarding the cognitive rigidity variable.KeywordsResistance on changeHotelsPilot studyChange managementResistance to changeJEL ClassificationL1M1M16
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