Perceptions of organizational structure in the hospitality industry: consequences for commitment, job satisfaction and perceived performance.

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RevPAR determinants of individual hotels: Evidences from Milan (2011, unknown): “Performance is almost always measured by jointly or separately using the financial and operational dimension (Hu and Cai, 2004; Phillips, 1996); use of the organizational dimension is however rarer (Baum and Ingram, 1998; Øgaard et al., 2008).”
Motivating frontline employees: Role of job characteristics in work and life satisfaction (2016, background): “Øgaard, Marnburg, and Larsen (2008) suggested that hospitality organizational modes could be organic or mechanistic.”
Effects of High-Performance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction (2021, background): “Workers’ needs are often not met [16], resulting in low levels of well-being.”
The effect of centralization on organizational citizenship behavior and deviant workplace behavior in the hospitality industry. (2013, background): “Thus, in general, hospitality organizations represent relatively centralized organizations, needing routines and formal systems to coordinate tasks and secure efficient accomplishment of organizational objectives (Øgaard et al., 2008).”