The Role of Organizational Culture in Social Transformation In Selected Hospitality Centres Run by Religious Congregations In Karen, Nairobi-Kenya
Date
2020-11
Authors
Journal Title
Journal ISSN
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Publisher
Tangaza University College
Abstract
Studies reveal that, the effect of organization culture on social transformation has not been
replicated within hospitality industry operated by religious congregation in Karen, Nairobi. This
research, therefore, attempted to examine the extent to which organizational culture in hospitality
industry expresses social transformation manifested in customer satisfaction, organization
performance, skill development of employees, and attitude towards hospitality industry. The
Competing Values Framework theory served as the theoretical framework in this study. The
study adopted a correlational design, purposive and simple random sampling technique was used
to select the hospitality centres of 248 participants. Consequently, data was collected with
questionnaires measuring to organizational culture and social transformation. Afterwards, data
was analyzed using Statistical Package for the Social Sciences version 22 for descriptive and
inferential statistics. One sample T-test analysis was used to establish the organizational culture
and Chi-square analysis was used to explain any observed differences in the measures of social
transformation. The results indicated that organizational culture had a strong effect on customer
satisfaction among the samples. This effect was the highest among the sample whose charism
includes hospitality. Again, organizational culture has strong influence on the development
(empowerment) of employees among the sample. In the same stratum, clan and adhocracy
culture which promote collaboration and innovation among staff enhances growth and
profitability of hospitality industry among the sample. Lastly, clan and adhocracy culture
promote positive attitude towards hospitality industry among the sample. The outcome of this
study is useful to hospitality Centres operated by Religious Congregations and other
organizations to identify their dominant and preferred organizational culture types and how to
use this to enhance their overall performance. The outcomes could also help policy makers to put
in place enabling laws to promote growth and profitability in hospitality industry and social
transformation in the Kenyan context.
Description
Keywords
Organizational Culture, Organizational Culture, Hospitality Centres, Religious Congregations