The Role of Organizational Culture in Social Transformation In Selected Hospitality Centres Run by Religious Congregations In Karen, Nairobi-Kenya
| dc.contributor.author | Georgette Sidbewendin, Sawadogo | |
| dc.date.accessioned | 2020-12-01T12:10:28Z | |
| dc.date.available | 2020-12-01T12:10:28Z | |
| dc.date.issued | 2020-11 | |
| dc.description.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. | en_US |
| dc.identifier.uri | https://hdl.handle.net/20.500.12342/1023 | |
| dc.language.iso | en | en_US |
| dc.publisher | Tangaza University College | en_US |
| dc.subject | Organizational Culture | en_US |
| dc.subject | Organizational Culture | en_US |
| dc.subject | Hospitality Centres | en_US |
| dc.subject | Religious Congregations | en_US |
| dc.title | The Role of Organizational Culture in Social Transformation In Selected Hospitality Centres Run by Religious Congregations In Karen, Nairobi-Kenya | en_US |
| dc.type | Thesis | en_US |