مشخصات فرهنگ صنعت مهمان نوازی : اندازه گیری ارزش های فردی، فرهنگ سازمانی، تناسب فرد ــ سازمان به عنوان پیش بینی کننده های رضایت شغلی و نیات رفتاری

This study develops the hospitality industry culture profile, an instrument to assess organizational culture and individual values in hospitality organizations. An eight-factor structure of hospitality culture is identified. The effects of organizational culture, individual values, and the fit between the two (person–organization fit) on employees’ job satisfaction and behavioral intentions are assessed. Person–organization fit is shown to explain significant outcome variance. Implications are considered for assessing and enhancing person–organization fit in hospitality organizations.

Customer contact employees have tremendous impact on customers’ perceptions of service quality and on customer satisfaction (Bitner et al., 1990; Heskett et al., 1994). Not surprisingly, a growing body of evidence supports the linkage of employee satisfaction with customer satisfaction and organizational performance, in service organizations in general (Hallowell et al., 1996; O’Reilly et al., 1991; Schmit and Allscheid, 1995) and specifically in hospitality (Testa et al., 1998; LaLopa, 1997). Despite employees’ influence on hospitality business's success, however, the factors that influence employee's satisfaction and behavioral intentions have gone under-researched in the hospitality context. Employee satisfaction studies that have been conducted (Bartlett et al., 1999; Pavesic and Brymer, 1990; Pizam and Neumann, 1988; Mok and Finley, 1986; Pizam and Chandrasekar, 1983) have examined individual or organization level antecedents exclusively, while a growing body of research suggests employee satisfaction is based on the effects of individual and organizational factors in combination (Kristof, 1996). Thus, the purpose of this study was twofold. First, an instrument to assess organizational culture and individual values in hospitality organizations—the hospitality industry culture profile (HICP)—was developed. Then, the instrument was used to measure the roles of (1) organizational culture, (2) individual values, and (3) the fit between the two (person–organization (P–O) fit) on hospitality employees’ job satisfaction and behavioral intentions

This study examines the P–O fit construct across a variety of work settings where dynamic interaction occurs between employees and the organization, and aids the development of P–O fit research. The results indicate several measures of fit between person and situation influence attitudes and behavioral intentions, and that perceived fit influences them even beyond the combined effect of perceived and preferred culture. To the extent that person-organization fit predicts employee attitudes, and that attitudes predict organizational performance and profitability, the P–O fit construct deserves continuing attention from researchers and practitioners alike.