Engaged Organizational Culture as a Precursor to Job Performance: An Evidence from the Hospitality Industry of Himachal Pradesh

Abstract

Recently, the hospitality industry has become the central point for academicians to develop conceptual as well as practical approaches especially related with employees. In fact, employees have capabilities to turnaround this industry in a volatile busines environment. Previous researches have struggled to comprehend how engaged workplace culture affects the hospitality section’s ability to function in various contexts and on various tasks. Thus, the presnt study is to examine the factors that predict an engaged organizational culture and how engaged culture affects employees’ performance in the hospitality sector. The study was conducted using a sample of 350 frontline employees from various hotels and data was collected using a structured questionnaire. The findings reveal that the factors of engaged organizational culture that influence employees’ contextual and task performance include vigor, absorption, trust and experimentation. The results indicate a positive relationship between engaged organizational culture and job performance, with engaged organizational culture being a significant predictor of job performance. The findings suggest that organizations in the hospitality industry should focus on developing an engaged organizational culture to improve job performance and overall business outcomes. The study surface that organizations should strive to create a work environment that promotes engagement, motivation, and job satisfaction among their employees. Overall, the study provides valuable insights for managers and policymakers in the hospitality industry who are looking to improve organizational performance and enhance employee well-being. The study suggests future research avenues to improve the effectiveness of the hospitality sector.

Keywords: Engaged Organizational Culture, Job Performance, Front Line Workers, Hotels, Hospitality and Himachal Pradesh

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