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| Author: | Ogaard, T. Marnburg, E. Larsen, S. |
| Title: | Perceptions of organizational structure in the hospitality industry: Consequences for commitment, job satisfaction and perceived performance |
| Journal: | Tourism Management
2008 : AUG, VOL. 29:4, p. 661-671 |
| Index terms: | organizational structure leadership |
| Freeterms: | hospitality |
| Language: | eng |
| Abstract: | The mechanistic organizational mode has its roots in traditional bureaucratic organizations with autocratic leadership, where managers are given a great responsibility to run the organization. Research in the hospitality field shows that traditional leadership styles are dominant. The industry has employees who have high-quality values, are highly motivated and seek learning possibilities and thus may be looking for more open, organic organizational modes in which to work. This article examines the tensions between organic and mechanistic organization forms in the hospitality industry. The research reveals that managers' and employees' perceptions of their work environments are different. Employees find the organizations to be less organic. Subjective performance evaluation, commitment and job satisfaction are all positively associated with the experience of both organic and mechanistic organizational modes. Organic organizational forms are beneficial only when a well-structured mechanistic organizational form is present. |
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