CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Today’s organizations are operating in a very dynamic and highly competitive environment. To

remain significant in the market, organizations have to attract and retain suitable people as well as

supporting them to improve their effectiveness. Employee effectiveness is mostly outcomes

achieved and accomplishments made at work (Anitha, 2021). Wise management has established

rewards in their organization in the quest of increasing employee effectiveness so as to ensure

timely and quality service (Njanja, 2023).

Organisational climate is an objective construct consisting of organisational attributes such as an

organisation’s size, structure and policies. Basically, the term organisational climate is the

reflection of a person’s perception of the organisation to which he belongs. It is the set of unique

characteristics and features that are perceived by the employees about their organisations which

serves as a major force in influencing their effectiveness (Ruchi and Monica, 2022).

Organizational climate is the social setting of the organisation depending upon the organisational

behaviour system. Therefore, organizational climate represent the goals and philosophies of those

who join together to create the organisation.

As a function of a person and their interaction with the organisational environment, organisational

climate sets the attributes specific to a particular organisation that may be induced from the way

that organization deals with its members and its environment. For the individual members within

the organisation, climate takes the form of a set of attitudes and experiences which describe the

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organisation in terms of both static characteristics (such as degree of autonomy) and behaviour

outcome and outcome- outcome contingencies. Thus, organisational climate is a relatively

enduring quality of the internal environment that is experienced by its members, influences their

effectiveness and can be described in terms of the value of a particular set of characteristics of the

organization (Madhukar and Sharma, 2021).

Organizational climate is the form of the existing conditions and nature of organizational life

observed by the employees (Taştan and Güçel, 2014). Organizational climate as supportive

environment is believed to enable intrapreneurial behaviour among the workforce to flourish

(Noor, (2022) reveals that innovation strongly depends on an organizational design that supports

people’s creativity and freedom to employ new ideas; they reached their first goal by describing

the characteristics that make the company’s work environment horizontal to foster innovation and

the specific management practices that support people to innovate on an ongoing basis. Syed

(2023) stated that recognition means valuing and considers employees contributions, companies

face the question of how to recognize and reward their employees, so it has always been the basis

of effective management, as the competition for talent becomes stronger; the ways in which

organizations value their people becomes progressively more important, the reward system in an

innovative organization is anticipated to reward intrapreneurial factors such as risk taking,

willingness to change, long-term focus, also encourage openness, sharing of information, group

achievements, further define the importance of a “culture of pride” that expects, rewards high

levels of achievement and assumes that investments in people pay off. Positive relationship is

defined between recognition tendency to risk and to experiment with innovative proposals and

ideas (Montes, 2023). Thus, it seems likely that people with high organizational identification are

motivated to go beyond their designated role and get involved in intrapreneurial activities.

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Additionally, increased identification can play an essential role in augmenting organizational

efficiency and effectiveness (Chughtai and Buckley, 2020).

Research has consistently shown that organizational climate affects various aspects of employee

effectiveness. For instance, a study by Schneider, Ehrhart, and Macey (2023) highlights the

importance of a supportive work environment in fostering employee engagement and

effectiveness. Similarly, Gil (2021) found that a positive organizational climate is associated with

higher levels of job satisfaction and reduced turnover intentions among hospitality employees.

Organizational climate is a multifaceted construct that includes various dimensions such as

leadership style, communication patterns, reward systems, and work environment.

In the context of the hospitality industry, where the work environment is often dynamic and high-

pressure, creating a supportive and conducive organizational climate is essential. The interaction

between organizational climate and employee effectiveness is particularly relevant given the

industry's reliance on human resources to deliver quality services. Understanding how different

dimensions of organizational climate, such as leadership style, communication patterns, and

reward systems, influence employee performance can provide valuable insights for industry

leaders (Patterson, Warr, & West, 2024).

This study therefore aims to explore the relationship between organizational climate and employee

effectiveness within the hospitality industry. By examining how various elements of

organizational climate impact employee motivation, satisfaction, and performance, this research

seeks to offer practical recommendations for enhancing workforce effectiveness and achieving

superior service quality.

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1.2 Statement of the Problem

The introduction of new technologies, processes, and service models create uncertainty and

resistance among employees. Rapid or poorly managed changes create uncertainty and stress

among employees, potentially hindering their performance and overall effectiveness. Employees

may also resist new technologies, procedures, or service models due to fear of the unknown, lack

of understanding, or perceived threats to job security. This resistance can slow down the

implementation process and reduce the effectiveness of the innovation. The problem of

management control in the hospitality industry revolves around finding the right balance between

oversight and autonomy. Overly stringent control mechanisms can lead to a restrictive work

environment, reducing employee creativity, engagement, and job satisfaction. Conversely,

insufficient control can result in a lack of direction and consistency, negatively affecting service

quality and operational efficiency.

Task orientation is another factor which constitutes a serious problem for organizational climate in

the sense that, environment where excessive focus on tasks, goals and efficiency can lead to issues

such as low employee morale, lack of creativity, and poor interpersonal relationships. While a

task-oriented approach emphasizes productivity and achieving objectives, it can become

problematic if it overlooks the human aspects of work, such as employee well-being, job

satisfaction, and team collaboration. This can create a climate where employees feel undervalued,

stressed, or disengaged, ultimately impacting overall organizational performance.

Excessive managerial control can stifle creativity, reduce autonomy, and create a rigid work

environment. Employees may feel micromanaged, leading to dissatisfaction and decreased

motivation. On the flip side, too little control can lead to a lack of direction and support, causing

confusion and inefficiency. Employees might struggle to prioritize tasks or meet expectations. If

managerial control is perceived as distrust in employees' abilities, it can damage relationships and

reduce overall effectiveness.

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Inadequate support from supervisors also leads to employees feeling undervalued, stressed, and

unsupported in their roles. This can reduce job satisfaction and effectiveness. If supervisor support

is inconsistent, it can create uncertainty and frustration among employees, leading to a lack of

confidence and lower productivity.

This study aims to address these problems by exploring the influence of organizational climate on

employee effectiveness in the hospitality industry. Research has shown that organizational climate

has a greater influence on employee effectiveness (William, 2023), Datta & Singh, (2021), Tutar

& Altınoz, (2020), Madera, (2023), Noor (2021), Gaspary (2020), (Stone, 2020) among others.

Many of these scholars relate organizational climate with various variables but only few focus on

innovation and change, managerial control, supervisor support and task orientation among others.

More so, research pertaining to the hospitality industry is understudied. In the light of this, the

study seeks to address these gaps by investigating the influence of innovation and change,

managerial control, supervisor support and task orientation on employee effectiveness in the

hospitality industry.

1.3 Research Questions

The following statements reflect the research questions:

1. What is the influence of innovation and change on employee effectiveness in the

hospitality industry?

2. In what way does managerial control influence employee effectiveness in the hospitality

industry?

3. How does supervisor support influence employee effectiveness in the hospitality industry?

4. In what way does a task orientation influence employee effectiveness in the hospitality

industry?

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1.4 Objective of the Study

The general objective of this study is to evaluate the influence of organizational climate on

employee effectiveness in the hospitality industry. The specific objectives are to:

1. determine the influence of innovation and change on employee effectiveness in the

hospitality industry.

2. assess the influence of managerial control on employee effectiveness in the hospitality

industry.

3. investigate the influence of supervisor support on employee effectiveness in the hospitality

industry.

4. examine the influence of task orientation on employee effectiveness in the hospitality

industry.

1.5 Hypotheses of the Study

The following null hypotheses were formulated for testing:

Ho1: Innovation and change has no significant influence with employee effectiveness in the

hospitality industry

Ho2: There is no significant relationship between managerial control and employee effectiveness

in the hospitality industry

Ho3: Supervisor support has no significant influence on employee effectiveness in the hospitality

industry

Ho4: There is no significant relationship between task orientation and employee effectiveness in

the hospitality industry

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1.6 Significance of the Study

The significance of the research study was drawn from its objectives, research questions, and

hypotheses such that when tested, provide the following contributions:

This study provides empirical evidence on the importance of organizational climate, enabling

policy makers to formulate policies that promote a positive work environment. By understanding

how organizational climate impacts employee effectiveness, policy makers can develop

regulations and guidelines that encourage best practices in the hospitality industry.

The study highlights the critical role of leadership in shaping organizational climate. Managers can

use these insights to develop their leadership skills and adopt management practices that foster a

supportive and motivating work environment.

Organizations that understand and leverage the influence of organizational climate on employee

effectiveness can achieve a competitive edge. A positive work environment can lead to higher

employee performance, better customer service, and improved organizational outcomes. Company

management can use the study’s insights to implement practices that boost employee morale and

job satisfaction. A happy and motivated workforce is more likely to perform well and contribute

positively to the company’s goals.

Human resource development is a critical aspect of organizational success in the hospitality

industry. By understanding the impact of organizational climate on employee effectiveness, this

study can support HR practices aimed at developing and retaining a high-performing workforce.

The insights gained from this study can inform HR strategies such as training and development

programs, employee engagement initiatives, and performance management systems. By creating a

positive organizational climate, HR professionals can enhance employee effectiveness and

contribute to the overall success of the organization.

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This study contributes to the academic literature on organizational climate and employee

effectiveness in the hospitality industry. While previous research has explored these concepts in

various contexts, there is a need for more focused studies within the hospitality sector. This study

fills this gap by providing a comprehensive analysis of how organizational climate influences

employee behavior and performance in the hospitality industry. The findings can serve as a

foundation for future research and contribute to the development of theoretical frameworks and

models in this field.

The significance of the study on the influence of organizational climate on employee effectiveness

in the hospitality industry extends to policy makers, managers, organizations, Human resource

department, company management and academics. By providing insights into how organizational

climate shapes employee behavior and performance, this study offers valuable guidance for

creating supportive and motivating work environments that enhance employee effectiveness,

reduce turnover, and improve organizational outcomes.

1.7 Scope of the Study

The scope of this study focuses on the influence of organizational climate on employee

effectiveness in the hospitality industry. However, the scope of study is exclusively restricted to

ABM hotel limited, Ideal hotel and bar Westernsun International Hotel and Event Centre, and

Admus Concept Hotel and Suits, Ede, Osun State.

1.8 Definition of Terms

Effectiveness: Effectiveness is the degree to which an individual, group, or organization achieves

its goals or desired outcomes.

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Employee Effectiveness: Employee effectiveness refers to the extent to which an employee
successfully performs their job duties and contributes to the organization's goals.

Employee: An employee is an individual who works for an organization and is compensated for

their labor or services.

Hospitality Industry: The hospitality industry encompasses a wide range of service sectors

focused on providing lodging, food, beverages, and other related services to customers.

Hospitality: The friendly and generous reception and entertainment of guests, visitors, or

strangers.

Industry: A collection of businesses or organizations that produce similar goods or services

within an economy.

Innovation Change: The introduction and implementation of new technologies, processes, and

service models within an organization.

Management Control: The systems and procedures used to ensure that employees' activities

align with organizational goals and standards.

Organization: An organization is a structured group of people working together to achieve

common goals or objectives.

Organizational Climate: Organizational climate refers to the collective perceptions and attitudes

of employees about their work environment.

Supervisor Support: The guidance, feedback, and emotional assistance provided by supervisors
to their subordinates to enhance their job performance and satisfaction.

Task Orientation: The emphasis placed on the completion of specific tasks and achieving
performance outcomes within an organization.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Conceptual Review

2.1.1 Concept of Organizational Climate

There are many different and competing definitions of organizational climate available in the

literature which signifies the concept in varied perspective. “Organizational climate, defined as the

way in which organizational members perceive and characterize their environment in an attitudinal

and value-based manner (Denison, 2022). Moran and Volkwein, (2022) asserted that,

organizational climate is an important and influential aspect of satisfaction and retention, as well

as institutional effectiveness” (Verbeke, Volgering, and Hessels, 2020).

Calahane and Sites (2023) paraphrasing James & James, (2021); stated: “Organizational climate is

a collective perception of the work environment by the individuals within a common system.”

“Climate, as such, is a stable organizational characteristic that is maintained overtime and which

gains considerable inertia as generations of workers come and go (Calahane, et al, 2020).

“Organizational climate is a relatively ending quality of the internal environment that is

experienced by the members, influences their behaviour and can described in terms of values of a

particular set of characteristics of the organization” (Tagiuri, 2022). “Organizational climate is the

set of characteristics that describe an organization and that (a) distinguish one organization from

other organizations; (b) are relatively enduring over time and (c) influence the behavior of the

people in the organization” (Forehand & Gilmer, 2024).

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Benjamin Schneider (2024) offers the following definition of the term: “An organization’s

climates are the concepts people share about the organization. As concepts, climate perceptions

are meaningful abstractions of sets of cues, the cues being the many specific events, conditions,

practices, and procedures that occur in the daily life of an organization. As concepts, climate

perceptions help individuals reduce information overload and function as frameworks against

which people identify behaviours that will adapt them to their situation”.

Litwin (2021) defined organizational climate as “a group of measurable characteristics that

members could perceive directly or indirectly in the work environment,” and, as a description of

Organizational climate has a great influence on people performance through its impact on

individual motivation and job satisfaction. Organizational climate is a set of individual,

organizational and environmental nature and features which gives characteristics to the

organization by sorting out from others, perceived by people and has an effect on their behaviors

(Berberoglu, 2018). Organizational climate of an organization are the type of the existing

conditions and nature of organizational life perceived by the employees (Taştan, 2024).

Organizational climate is the collection of conscious behaviors, consisting of shared feelings,

perceptions, and attitudes, which may be positive or negative, but possesses the power to influence

the behavior of employees (Barbera, 2024; Schneider, 2017). Ehrhart (2023) concluded the term of

organizational climate as a consensual agreement among members, regarding leadership style,

human resource practices, and systems, established in the organization. Organizational climate is

thus postulated as a domain-specific construct to be analyzed in the context of specific intended

outcomes ((Peña-Suárez, 2023;) as high performance, positive psychosocial working conditions,

health &safety, and innovation to stay competitive in business in the longer run (Kang, 2021;

Torner, 2021; Shanker, 2021).

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Organisational climate describes the set of attributes specific to a particular organisation that may

be induced from the way that organisation deals with its members and its environment. For these

organizations to survive and compete with their rivals, they need to enhance their organizational

climate. These enhanced organizational climates of the organization should guarantee employees

like the secretary who increase the value and raise the standard of the organization with their

performance. Some of the findings revealed that, organizational climate provides an effective

pathways for communication among members and their working environment. However,

organizational climate influence the relationships, delineates authority and functional

responsibility of an employee.

The term “organizational climate” is viewed as an objective construct consisting of organizational

attributes such as an organisation’s size, structure and policies. Basically, the term organizational

climate is the reflection of a person’s perception of the organisation to which he belongs (Collins

2020). Ruchi and Monica (2022), described organizational climate as the set of unique

characteristics and features that are perceived by the employees about their organisations which

serves as a major force in influencing their behaviour.

Organizational climate can be described as the social setting of the organisation depending upon

the organisational behaviour system (Sharma, 2022). Therefore, organizational climate represent

the goals and philosophies of those who join together to create the organisation. Madhukar (2022),

defined organisational climate as a function of a person and their interaction with the

organisational environment.

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Organisational climate describes the set of attributes specific to a particular organisation that may

be induced from the way that organization deals with its members and its environment and

(Adegbite, 2022). For the individual members within the organisation, climate takes the form of a

set of attitudes and experiences which describe the organisation in terms of both static

characteristics (such as degree of autonomy) and behaviour outcome and outcome- outcome

contingencies (Bello, 2022).. Thus, organisational climate is a relatively enduring quality of the

internal environment that is experienced by its members, influences their behaviour and can be

described in terms of the value of a particular set of characteristics of the organisation. Therefore,

organisational climate is an essential role in the organisations and impacts on the perceptions of

employees’, which influences their practices and behaviours, leading to a better performance in

the organization (Adegbite, 2022).

Organizational Climate generally defined as a psychological state strongly affected by

organizational conditions, such as systems, structure and managerial behaviour. Organizational

Climate is a perception of how things are in the organizational environment, which is composed of

a variety of elements or dimensions (Royce, 2022). Although climate has usually been used to

describe organizations, the term can also be used to describe people’s perceptions of groups or job

assignments in which they work. It can also be used to describe non-work social systems, such as

families, clubs, and dyadic relationships (Lens, 2022).

Alvesson and Berg (2022) state that organisational climate research concentrates on the

experiences which culture and/or other organisational circumstances produce in individuals. Thus,

climate is comparatively close to experience, and is superficial and readily accessible. Hence, it

concerns attitudes rather than (deeper) values.

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Organizational climate is a concept that shapes the behavior of the employees. The definition

obtained from a variety of organizational climate researches is as follows; how the employee

perceive the business environment, whether they work in a secure environment or not, whether

they are supported or not by the management, whether they are rewarded when necessary or not,

perceptions that are formed according to psychological structures of the employee such as

organizational unity and sincerity (Oaks, 2022).

2.1.2 Historical Development of Organizational Climate

The concept of organizational climate has evolved significantly over time, reflecting changes in

management theories, organizational behavior studies, and the growing recognition of the human

element in organizational success (Salewa, 2020). Understanding the historical development of

organizational climate is crucial to grasp how it has become a pivotal factor in assessing and

enhancing employee effectiveness, particularly in people-centric industries like hospitality.

Ray, (2020) the roots of organizational climate can be traced back to early management theories

that focused on understanding the role of human behavior in the workplace. The early 20th century

saw the rise of Scientific Management by Frederick Winslow Taylor, which emphasized

efficiency, task specialization, and a mechanistic view of workers. Although Taylorism did not

directly address organizational climate, it laid the groundwork for understanding how management

practices could influence worker behavior and productivity (Roy, 2022).

In contrast to Taylor's approach, the Human Relations Movement of the 1930s, led by figures such

as Elton Mayo and his Hawthorne Studies, marked a significant shift. These studies revealed that

social factors, including relationships among workers and between workers and management,

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significantly impacted productivity (Chloe, 2023). The Hawthorne Studies highlighted the

importance of employee morale and the social environment, indirectly contributing to the concept

of organizational climate by emphasizing the role of human emotions and interpersonal relations

in the workplace (2023).

During the 1940s and 1950s, the concept of organizational culture began to take shape, influenced

by the work of social psychologists like Kurt Lewin. Lewin introduced the concept of "field

theory," which posited that behavior is a function of both the person and their environment. This

idea was foundational in understanding that the environment, or climate, within an organization

plays a critical role in shaping employee behavior and effectiveness.

The 1960s marked the formal recognition and development of organizational climate as a distinct

concept in organizational studies. One of the earliest formal definitions of organizational climate

was provided by George Litwin and Robert Stringer in their seminal work in 1968. They described

organizational climate as the set of measurable properties of the work environment, based on the

collective perceptions of the people who live and work in that environment. Litwin and Stringer

identified several dimensions of organizational climate, such as structure, responsibility, reward,

risk, warmth, support, and standards, which they believed influenced employee motivation and

performance (Finland, 2021).

During this period, organizational climate was often viewed as a subset of organizational culture,

with a focus on the more tangible and measurable aspects of the work environment. Researchers

began developing various instruments to measure organizational climate, such as surveys and

questionnaires, to assess how employees perceived their work environment and how these

perceptions related to their performance and job satisfaction (Base, 20223).

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By the 1980s, organizational climate had become a well-established concept in organizational

behavior research, but it was often confused with or considered synonymous with organizational

culture. However, scholars like Benjamin Schneider (2024) played a crucial role in differentiating

the two concepts. Schneider argued that while organizational culture refers to the deeper, more

stable values, beliefs, and assumptions shared by members of an organization, organizational

climate is a more surface-level, perceptual phenomenon that reflects employees' current

experiences of policies, practices, and procedures(Leo, 2024).

During this period, research on organizational climate expanded to include various dimensions and

their impact on different organizational outcomes, such as job satisfaction, employee commitment,

and performance. Theo, (2020) the Competing Values Framework, developed by Quinn and

Rohrbaugh in 1983, provided a model for understanding the competing demands within an

organization (e.g., flexibility vs. control) and how these demands shape the organizational climate

(Jeremaih, 2020).

The 1980s and 1990s also saw the development of multilevel models of organizational climate,

which recognized that climate could be understood at different levels within an organization (e.g.,

individual, team, and organizational levels) and that these levels interact to influence employee

behavior and effectiveness (Makinde, 2022).

In the 21st century, the study of organizational climate has continued to evolve, with a growing

emphasis on its role in shaping employee behavior, especially in service-oriented industries like

hospitality. Modern perspectives on organizational climate emphasize its dynamic nature and the

role of leadership in shaping and maintaining a positive climate. Leaders are seen as key architects

16
of organizational climate, with their behaviors, communication styles, and decision-making

processes directly influencing how employees perceive their work environment.

Recent research has also focused on the relationship between organizational climate and various

organizational outcomes, including employee engagement, innovation, and customer satisfaction

(Bey, 2020). In the hospitality industry, where employee interactions with customers are a critical

component of service delivery, a positive organizational climate has been shown to enhance

employee effectiveness by fostering a supportive work environment, encouraging teamwork, and

promoting a customer-centric culture (Favour, 2020).

Iyanu, (2022) moreover, the concept of psychological climate which refers to an individual's

perception of the work environment has gained traction, highlighting that employees' perceptions

of organizational climate can vary based on their roles, experiences, and personal characteristics.

This has led to a more nuanced understanding of how organizational climate impacts employee

effectiveness and the need for tailored interventions to improve climate at different organizational

levels (Ire, 2023)

The application of organizational climate concepts specifically to the hospitality industry has

grown in importance as the industry has recognized the need for consistent service quality and

employee retention (Akinbola, 2022). The hospitality industry is unique in its reliance on frontline

employees who directly interact with customers, making the climate within an organization crucial

for ensuring that employees are motivated, engaged, and capable of delivering high-quality service

(Ola, 2023).

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Research in the hospitality sector has highlighted several dimensions of organizational climate that

are particularly relevant, including service climate, which refers to the extent to which an

organization emphasizes customer service and support for employees in delivering that service.

Studies have shown that a positive service climate is associated with higher levels of employee

satisfaction, lower turnover rates, and better customer satisfaction scores (Ajayi, 2022).

In recent years, there has also been a growing focus on the impact of organizational climate on

employee well-being and work-life balance in the hospitality industry. Given the demanding

nature of hospitality jobs, creating a supportive organizational climate that addresses employee

needs and fosters a sense of belonging has become a key strategy for enhancing employee

effectiveness and reducing burnout (Luiz, 2023).

The historical development of organizational climate reflects a broader evolution in management

thinking, from a focus on efficiency and task specialization to a recognition of the importance of

the work environment and its impact on employee behavior. In the hospitality industry, where

employee effectiveness is critical to delivering high-quality service, understanding and managing

organizational climate has become essential (White, 2023 & Gram, 2024). As the concept

continues to evolve, it will likely play an increasingly important role in shaping strategies for

employee engagement, retention, and overall organizational success in the hospitality sector.

2.1.3 Key Dimensions of Organizational Climate

In the study of organizational climate, various dimensions directly influence how employees

perceive their work environment and, consequently, their effectiveness. These dimensions are

particularly relevant in understanding how organizational climate shapes employee behavior and

performance, especially in dynamic and service-oriented industries like hospitality (Uzoh, 2020).

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1. Innovation and Change

Handy (2023) posited that innovation and Change refer to the extent to which an organization

encourages creativity, supports new ideas, and adapts to changes in the internal and external

environment. This dimension reflects an organization’s ability to remain flexible, experiment with

new approaches, and foster a culture of continuous improvement (Bailey, 2021).

Impact on Employee Effectiveness

Olokundun (2019) in an organizational climate that values innovation and change, employees are

often more engaged and motivated, as they feel empowered to contribute ideas and take initiatives.

This dimension is crucial in the hospitality industry, where customer expectations are constantly

evolving, and organizations must adapt quickly to stay competitive. A climate that supports

innovation encourages employees to think creatively about improving service delivery, enhancing

customer experiences, and streamlining operations (Churchill, Ford and Walker, 2021). Examples

in the Hospitality Industry include:

i. Hotels that implement guest feedback loops to continuously refine services.

ii. Restaurants that frequently update their menus based on culinary trends and customer

preferences.

iii. Resorts that innovate with eco-friendly practices to attract environmentally conscious

travelers.

2. Managerial Control

Rodrigues (2020) Managerial Control refers to the degree of oversight, regulation, and directive

practices exercised by management over employees. This dimension involves how policies,

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procedures, and rules are enforced within the organization, as well as the level of autonomy

employees have in their roles (Barsade & Gibson, 2021).

Impact on Employee Effectiveness:

A balanced approach to managerial control can foster a stable and predictable work environment,

which can enhance employee effectiveness by providing clear guidelines and expectations.

However, excessive control can lead to a restrictive climate that stifles creativity, reduces job

satisfaction, and increases stress. In the hospitality industry, where customer service often requires

on-the-spot decision-making, overly rigid control can hinder employees' ability to respond

effectively to guest needs (Joyce, 2022). Examples in the Hospitality Industry include:

i. Strict adherence to standard operating procedures in a hotel, ensuring consistent service but

potentially limiting employee discretion.

ii. A restaurant manager who micromanages every aspect of the service, reducing servers'

ability to personalize guest interactions.

iii. A resort that enforces rigid dress codes and behavior policies, which may lead to a more

uniform but less flexible service experience.

3. Supervisor Support

Supervisor Support is the extent to which supervisors provide guidance, encouragement,

resources, and feedback to their subordinates. This dimension is essential for creating a supportive

work environment where employees feel valued and empowered (Humphrey, 2022).

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Impact on Employee Effectiveness

High levels of supervisor support are associated with increased job satisfaction, reduced turnover,

and enhanced employee performance. In the hospitality industry, where employees often deal with

high-pressure situations, supportive supervisors can help manage stress, resolve conflicts, and

provide the resources necessary for employees to perform their duties effectively. A climate of

strong supervisor support fosters trust, open communication, and a sense of belonging among

employees, which can significantly boost their effectiveness. (Gardner, Fischer, & Hunt, 2022).

Examples in the Hospitality Industry:

i. A hotel supervisor who regularly checks in with staff to ensure they have the tools they

need and provides constructive feedback.

ii. A restaurant manager who recognizes and rewards employees for excellent service,

boosting morale and motivation.

iii. A front-desk supervisor who offers training and development opportunities, enabling

employees to enhance their skills and career prospects.

4. Task Orientation

Task Orientation refers to the degree of focus an organization places on the completion of tasks,

efficiency, and achieving specific performance standards. This dimension highlights the

importance of goal-setting, productivity, and the clear definition of roles and responsibilities.

(Joseph & Newman, 2020).

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Impact on Employee Effectiveness:

Barsade & Gibson, (2021) A strong task-oriented climate can drive high levels of productivity and

efficiency, ensuring that employees are focused on achieving organizational goals. In the

hospitality industry, where tasks often involve repetitive processes (e.g., housekeeping, food

preparation), a task-oriented climate can ensure consistency and reliability in service delivery.

However, an overly rigid focus on tasks can sometimes overlook the importance of employee

well-being and customer satisfaction, leading to burnout or reduced service quality Mayer, (2023).

Examples in the Hospitality Industry:

i. A housekeeping department in a hotel that emphasizes speed and thoroughness in cleaning

rooms, ensuring high turnover rates and guest satisfaction.

ii. A restaurant kitchen that prioritizes timely and accurate food preparation, contributing to a

positive dining experience.

iii. A conference center that focuses on meticulous event setup and management, ensuring

smooth operations and client satisfaction.

Each of these dimensions “Innovation and Change, Managerial Control, Supervisor Support, and

Task Orientation” plays a critical role in shaping the organizational climate and, by extension,

employee effectiveness. In the hospitality industry, where service quality and adaptability are key,

balancing these dimensions can lead to a more motivated, efficient, and engaged workforce.

Understanding and managing these dimensions allows hospitality organizations to create a climate

that not only enhances employee performance but also improves overall customer satisfaction and

business outcomes (Rubin, Munz, & Bommer, 2022).

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2.1.4 Importance of Organizational Climate in the Hospitality Industry

Organizational climate is a crucial factor that shapes the work environment within any

organization, influencing employee behavior, motivation, and overall effectiveness. In the

hospitality industry, where customer satisfaction is directly tied to employee performance, the

importance of a positive organizational climate cannot be overstated. The unique demands of the

hospitality sector such as high levels of customer interaction, service quality expectations, and the

need for teamwork make the organizational climate a key determinant of both employee well-

being and business success. The primary reasons why organizational climate is particularly

important in the hospitality industry:

1. Enhancing Employee Engagement and Satisfaction

A positive organizational climate fosters a sense of belonging, motivation, and job satisfaction

among employees. When employees feel supported, valued, and recognized within their work

environment, they are more likely to be engaged in their roles (Salovey & Mayer, 2022). In the

hospitality industry, where employees often work long hours and interact with diverse customers,

a supportive and inclusive climate can significantly enhance job satisfaction, reduce turnover, and

promote a stable workforce. In a hotel where management encourages open communication and

provides regular feedback, employees are more likely to feel heard and appreciated. This leads to

higher morale, lower absenteeism, and greater enthusiasm in delivering quality service to guests

(Goleman, 2024).

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2. Improving Service Quality

The hospitality industry is built on the quality of service provided to customers. A positive

organizational climate that emphasizes customer orientation, teamwork, and continuous

improvement directly contributes to higher service standards. Employees working in a climate that

promotes these values are more likely to go above and beyond to ensure customer satisfaction,

leading to repeat business and positive reviews. In a restaurant with a climate that encourages

innovation and flexibility, staff might be more willing to accommodate special customer requests

or adapt quickly to unexpected situations, thereby enhancing the overall dining experience

(Humphrey, 2022).

3. Promoting Teamwork and Collaboration

The hospitality industry relies heavily on teamwork and collaboration, as many tasks require

coordination among different departments (e.g., front desk, housekeeping, food and beverage). A

positive organizational climate that fosters collaboration, mutual support, and clear

communication helps teams work more effectively together. This reduces the likelihood of errors,

improves efficiency, and enhances the overall guest experience (Pollack, 2022). In a resort where

different departments are encouraged to work closely together, a guest's request for a special room

setup might be seamlessly coordinated between the front desk, housekeeping, and maintenance

teams, resulting in a smooth and satisfying guest experience (Hawver, 2022).

4. Encouraging Innovation and Adaptability

The hospitality industry is dynamic, with changing customer preferences, seasonal fluctuations,

and evolving market trends. A climate that supports innovation and adaptability allows employees

24
to contribute new ideas, improve processes, and respond quickly to changes. This adaptability is

crucial for staying competitive and meeting the ever-changing needs of guests (Cotton, 2024). A

hotel that cultivates a climate of innovation might empower employees to suggest new services or

amenities based on guest feedback, leading to unique offerings that differentiate the hotel from

competitors (Pool, 2024).

5. Reducing Stress and Burnout

Moon (2021) Hospitality jobs can be demanding, with high-pressure situations, irregular hours,

and the need to manage diverse customer expectations. A positive organizational climate that

includes support from supervisors, reasonable workloads, and recognition of employee efforts can

help mitigate stress and reduce burnout. This is vital for maintaining a healthy and productive

workforce (Carmeli 2023). In a busy restaurant, a manager who provides adequate support, such

as ensuring that staff breaks are respected and offering help during peak times, can prevent

burnout and maintain high levels of employee energy and effectiveness.

6. Enhancing Organizational Commitment and Loyalty

A positive organizational climate fosters a sense of loyalty and commitment among employees,

reducing turnover and enhancing long-term organizational stability. When employees feel that the

organization cares about their well-being and professional growth, they are more likely to stay

with the company and contribute to its success (Enders, 2021). In a hotel chain that invests in

employee development and provides opportunities for career advancement, staff are more likely to

remain with the company, reducing recruitment costs and maintaining high service standards

across locations (Erdoga, 2022).

25
7. Attracting and Retaining Talent

Young (2023) The hospitality industry is highly competitive, not just in attracting customers but

also in attracting and retaining top talent. A positive organizational climate that is known for

employee satisfaction, fair practices, and career development opportunities becomes a powerful

tool in recruitment and retention (Kurtessis, 2021). A well-known restaurant group with a

reputation for treating its employees well will attract skilled chefs and experienced service staff,

ensuring high levels of service and culinary excellence that draw customers.

In the hospitality industry, where the quality of service and customer satisfaction are directly

influenced by the attitudes and behaviors of employees, a positive organizational climate is

essential. By fostering a supportive, innovative, and collaborative work environment, hospitality

organizations can enhance employee engagement, improve service quality, reduce turnover, and

maintain a competitive edge in the market. As such, investing in and nurturing a positive

organizational climate should be a top priority for any hospitality business aiming for long-term

success.

2.1.5 Employee Effectiveness

Young (2023) the issue of employee effectiveness assumes paramount importance especially in a

developing country like Nigeria. If inefficient managers would be at the helm of affairs in

organizations, pace of development would slow down. Hence, there is an overriding need to

identify predictors of employee effectiveness. Do effective managers demonstrate distinctive

competencies and if so, which competencies distinguish effective managers from less-effective

ones? (Erdogan and Enders, 2021).

26
Effectiveness involves doing the right things in the right way. Effectiveness is particularly

important in the case of managers as they are responsible for the performance of others. There is a

general misconception that employee effectiveness is an inherent quality that cannot be learnt. The

reality is that effectiveness can be learnt, and with practice, be perfected. In short, managers can be

trained to be effective (Jean, 2021).

Margerison (2021) sees effectiveness as one when a manager behaves appropriately in tune with

the situation. Hersey and Blanchard (2022) contended that effectiveness results from a

combination of personal attributes and dimensions of the manager’s job in meeting demands of the

situation and satisfying requirements of employee. Mullins (2022) called it as the doing the right

things, attainment of objectives, increasing profitability and optimizing use of resources. Sayeed

(2022) defined employee effectiveness as a function of behavior as well as technical/ employee

process. While individual provides his services to the organization through intrinsic abilities and

competence, the organization on the other hand provides constraints and facilities.

There are no specific personality traits common to all successful managers. Some of them are

analytic while others are intuitive. Some are good decision makers, while others are good planners

(Thorndike, 2022). However, mangers have some characteristics in common i.e. they are effective

in whatever they do and wherever they are. Successful managers may be intelligent, imaginative,

and knowledgeable; however, only effectiveness translates this intelligence, imagination, and

knowledge into results, and ultimately makes a manager successful. Managers with good human

skills are able to get the best out of their people as they know how to communicate, motivate, lead

and inspire enthusiasm and trust in them (Ruisel, 2020).

There is a growing level of interest and focus on managerial competencies and managerial

performance with a wealth of literature on factors leading to effectiveness. Lot of research work

27
has been done to understand the managerial performance and effectiveness both in Nigeria and

abroad. But still the scholars are continuously debating on the issue of building employee

effectiveness in Nigerian organizations.

Even though organizational climate and employee effectiveness have been thoroughly researched

topics, both these variables are rarely studied together to examine their impact on employee

effectiveness (Goleman, 2022). Moreover, it is important to know whether employee effectiveness

varies as a function of nature and ownership of organization. There is a growing level of interest

and focus on managerial competencies and managerial performance for building competitive

advantage of the organization. The purpose of the study is to examine employee effectiveness as a

function of organizational climate in the hospitality indusrty. Since organizational climate and

effectiveness are important aspects of employees’ work life, it can be expected that both these

variables will significantly influence employee effectiveness (Boyatzis & McKee 2022).

2.1.6 Organizational Climate and Employee Effectiveness

Ali, Lei, and Wei (2022) describe organizational climate as a shared perception of what an

organization is like in terms of organizational units’ activities, strategies, processes, routines and

rewards, and planned behaviors. Employee effectiveness is a positive contribution toward the

performance of the organization that can be measured by leaders through different mechanisms

(Mensah, Yamoah, & Adaramola, 2021; Saleem, Bhutta, Nauman, & Zahra, 2021). Ekawati and

Tjahjono (2021) postulate that the climate of an organization is the human environment in which

the organization’s employees do their jobs. Signifying that, essentially, all employees want a

pleasant climate in carrying out their work. Huang, Gao, and Hsu (2020) posit that in an

organization where employees who portray imbibe in them a harmonious organizational climate

mostly get internal support to effectively enhance effectiveness. Also, Qiu, Haobin Ye, Hung, and

28
York (2023) were of the view that organizational climate does not represent stress on the

organizational environment and the members’ reasoning and attitudes, however, the outcome of

employees’ perception of work environment on the work motivation and effectiveness to have an

additional impact on employee effectiveness. Universally, organizational climate is deemed by

most scholars in this field of research as having a positive effect on the employee effectiveness

(Haryono, Ambarwati, & Saad, 2022; Manuaba, Sujana, & Widnyana, 2020).

The perception of an employee about an organization is determined by organizational climate

(Seren Intepeler, 2022). Studies have shown that organizational c effectiveness is positively

influenced by the organizational climate in behavioral studies (Dorgham, 2022). When employees

are committed to the survival of the organization, the insertion of the organizational climate

becomes a link between the employees and the organization. Mostly, the goals of the organization

are echoed by organizational climate, which is beneficial to the employees and assists in the

enhancement of commitment among employees in the organization (Aktar & Pangil, 2022).

Notably, variables under organizational climate such as leadership, motivation, and decision-

making have been found by some studies as predictors of organization commitment (Al-Madi,

Assal, Shrafat, & Zeglat, 2022; Warsi, Fatima, & Sahibzada, 2022). Furthermore, it has been

established that the relationship between organizational climate and organizational effectiveness

helps in elucidating effectiveness, which predicts behaviors of employees such as absenteeism and

turnover (Dorgham, 2012). Consequentially, bad production and poor quality of service which

sometimes leads to a deprived corporate image are bound to happen when employees’

effectiveness is underrated (McMurray, Scott, & Pace, 2024). Because of this, organizational

climate creates awareness for employees in the organization they find themselves in as the

organization is committed to them in their activities.

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2.1.7 Factors Affecting Employee Effectiveness

Employee effectiveness is a critical determinant of an organization's success. It refers to the degree

to which employees are able to achieve their job-related goals and contribute to the overall

objectives of the organization (Ahmad, 2021). Several factors can influence employee

effectiveness, encompassing both individual and organizational elements.

1. Leadership Style: Leadership plays a significant role in shaping employee behavior and

performance. Different leadership styles such as transformational, transactional, and laissez-faire

can have varying effects on employee motivation, engagement, and effectiveness. Effective

leaders provide clear direction, inspire and motivate employees, and create a supportive

environment that enables employees to perform at their best. A transformational leader who

communicates a compelling vision and provides regular feedback can boost employee morale and

encourage higher levels of productivity and creativity (Base, 2020)

2. Organizational Culture: The culture of an organization its shared values, beliefs, and norms

greatly influences how employees perceive their roles and how they perform their tasks. A

positive organizational culture that promotes collaboration, innovation, and recognition fosters a

work environment where employees feel valued and are motivated to perform effectively. In a

company with a culture that values innovation, employees are more likely to take initiative and

suggest improvements, leading to increased effectiveness and better outcomes (Lo, 2020).

3. Work Environment: The physical and psychological conditions of the work environment can

significantly affect employee effectiveness. Factors such as workplace safety, ergonomics, noise

levels, lighting, and access to necessary resources all contribute to how comfortable and focused

employees are during their work. A well-designed office space with ergonomic furniture, adequate

30
lighting, and a quiet atmosphere can enhance concentration and reduce fatigue, leading to higher

productivity (Rem, 2020).

4. Job Satisfaction: Job satisfaction, which is influenced by factors such as the nature of the

work, compensation, opportunities for growth, and work-life balance, is closely linked to

employee effectiveness. Satisfied employees are more likely to be engaged, motivated, and

committed to their work, which directly translates to higher effectiveness. An employee who

enjoys their work, feels adequately compensated, and sees opportunities for career advancement is

likely to be more productive and effective in their role (Praise, 2020).

5. Training and Development: Access to continuous training and development opportunities

ensures that employees have the necessary skills and knowledge to perform their jobs effectively.

It also helps employees keep up with industry trends and technological advancements, which can

enhance their performance and contribute to organizational success. An organization that regularly

offers training programs on new technologies and customer service techniques enables its

employees to improve their skills and deliver better results (Seth, 2023).

6. Motivation: Motivation is a key driver of employee effectiveness. Motivated employees are

more likely to be productive, focused, and committed to their work. Motivation can be intrinsic,

driven by personal satisfaction, or extrinsic, driven by rewards such as bonuses, promotions, or

recognition. An employee who is motivated by both personal satisfaction in their work and the

potential for a year-end bonus is likely to maintain high levels of effectiveness throughout the year

(Trace, 2024).

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7. Communication: Effective communication within an organization ensures that employees have

clear instructions, understand their roles, and know how their work contributes to the broader

organizational goals. Open communication also facilitates collaboration and problem-solving,

which are essential for maintaining high levels of effectiveness. A team that regularly holds

briefings to discuss tasks, share updates, and address challenges is likely to perform more

effectively, as everyone is aligned and informed (Bello, 2022).

8. Work-Life Balance: Maintaining a healthy work-life balance is crucial for employee well-

being and effectiveness. Employees who are able to manage their work and personal lives without

excessive stress are generally more focused, productive, and satisfied in their roles. An

organization that offers flexible working hours or remote work options can help employees

maintain a better work-life balance, leading to reduced burnout and increased effectiveness

(Akinfenwa, 2023).

9. Organizational Structure: The structure of an organization, including its hierarchy, roles, and

responsibilities, can either facilitate or hinder employee effectiveness. A clear, well-defined

structure helps employees understand their duties, who to report to, and how decisions are made,

which can streamline processes and improve performance. A flat organizational structure that

encourages employee input and quick decision-making can lead to faster problem resolution and

increased effectiveness (Chloe, 2022).

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10. Job Autonomy: Job autonomy refers to the level of independence and control an employee

has over their work. Higher autonomy can lead to increased job satisfaction, creativity, and

ownership of tasks, all of which contribute to greater effectiveness. An employee who has the

autonomy to decide how to complete their tasks is likely to feel more responsible for the

outcomes, leading to higher quality work and greater effectiveness (Baker, 2021).

(Ahmad, 2021) Employee effectiveness is influenced by a wide range of factors, from individual

elements like motivation and job satisfaction to organizational factors such as leadership style and

communication. By understanding and optimizing these factors, organizations can create a work

environment that not only enhances employee performance but also drives overall business

success. In a competitive business landscape, investing in the factors that influence employee

effectiveness is crucial for maintaining a productive and engaged workforce (Ahmad, 2021).

2.1.8 Influence of Innovation and Change on Employee Effectiveness in the Hospitality

Industry

(Standing, 2022) Innovation and change are critical drivers of success in the hospitality industry, a

sector characterized by its competitive nature and the ever-evolving expectations of customers. As

businesses strive to stay relevant and deliver exceptional service, they must continuously innovate

and adapt to changes. However, the impact of innovation and change extends beyond business

outcomes; it significantly influences employee effectiveness. This relationship between

innovation, change, and employee performance is complex, with both positive and negative

outcomes depending on how these factors are managed (Okechukwu, 2021).

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According to Stone (2022), the integration of new technologies, such as automated check-in

systems, customer relationship management (CRM) software, and digital payment platforms, can

streamline operations and reduce the manual workload for employees. By automating routine

tasks, employees can focus on higher-value activities, which can enhance their productivity and

effectiveness. A hotel implementing a mobile check-in system allows front desk staff to reduce the

time spent on administrative tasks, enabling them to focus more on personalized guest interactions

and problem-solving (Duelfer, 2020).

However, not all employees may welcome innovation and change, particularly if they are

accustomed to established ways of working. Resistance can stem from fear of the unknown,

concerns about job security, or a lack of confidence in their ability to adapt. If not managed

properly, this resistance can negatively impact employee effectiveness, leading to decreased

productivity and morale (Odey, 2021). A restaurant introducing a new point-of-sale (POS) system

may face resistance from long-serving staff who are comfortable with the old system. This can

result in mistakes, slower service, and decreased employee satisfaction if proper training and

support are not provided. The introduction of new technologies or processes can initially disrupt

workflows, leading to a temporary decrease in employee effectiveness as staff adjust to the

changes. The learning curve associated with new innovations can create stress and impact

performance until employees become proficient in the new methods (Ebi, 2024). A hotel that

implements a new property management system may experience a temporary decline in the speed

and accuracy of reservations as front desk staff learn to navigate the new software.

Innovation and change are essential for the growth and sustainability of businesses in the

hospitality industry. When managed effectively, they can enhance employee effectiveness by

34
improving productivity, fostering skill development, and creating a more engaged workforce.

(Obasse, 2022;). However, the impact of innovation and change on employee effectiveness can

also be negative if not managed properly, leading to resistance, stress, and decreased morale. To

maximize the benefits of innovation and change, hospitality businesses must prioritize effective

communication, provide adequate support and resources, and foster a culture of adaptability and

continuous improvement. By doing so, they can ensure that their employees remain effective and

motivated, ultimately leading to better business outcomes and higher levels of customer

satisfaction(Obasse, 2012; Ebi, 2024).

2.1.9 Influence of Managerial Control on Employee Effectiveness in the Hospitality

Industry

Olesin (2021) opined that managerial control plays a crucial role in shaping employee

effectiveness within the hospitality industry. This influence encompasses various aspects of

management practices, including supervision, performance monitoring, and the establishment of

standards and procedures (Igwe, 2021). Effective managerial control can enhance employee

performance, ensure consistency in service delivery, and contribute to overall organizational

success. However, if not implemented thoughtfully, it can also lead to negative outcomes, such as

reduced morale and increased turnover. Understanding the impact of managerial control on

employee effectiveness involves examining both the positive and negative aspects of managerial

practices in the context of the hospitality industry (Ebi, 2024).

Johnson (2023) managerial control involves establishing clear performance standards and

expectations for employees. When these standards are well-defined, employees have a clear

understanding of what is expected of them, which can lead to improved performance and

35
consistency in service delivery. In a hotel, managerial control might involve setting specific

cleanliness standards for guest rooms. When housekeepers understand these standards and receive

regular feedback, they are more likely to meet or exceed expectations, resulting in higher guest

satisfaction. By implementing standardized procedures and guidelines, managers can ensure that

service delivery is consistent across different shifts and locations. This consistency helps maintain

high service quality and fosters a reliable experience for guests. A restaurant chain with

standardized training procedures for waitstaff ensures that service quality is consistent, regardless

of which location guests visit (Taimni, 2023).

Excessive managerial control can lead to micromanagement, where managers closely oversee

every aspect of employees' work. This can reduce employees' sense of autonomy and limit their

ability to make decisions. A restaurant manager who micromanages every detail of the service

process may hinder waitstaff's ability to use their judgment and respond flexibly to customer

needs, leading to decreased job satisfaction and effectiveness. Micromanagement can also lead to

decreased motivation and job satisfaction. Employees who feel that their every move is being

monitored may become disengaged and less enthusiastic about their work. A hotel manager who

constantly scrutinizes housekeeping staff's work without allowing them any flexibility may lead to

feelings of frustration and reduced motivation among the team.

An overemphasis on compliance with strict procedures and protocols can stifle creativity and

innovation. Employees may become focused solely on following rules rather than seeking ways to

improve processes or enhance service. A theme park manager who enforces rigid operational

procedures without considering employee suggestions for improvement may miss opportunities to

enhance guest experiences and operational efficiency (Taimni, 2023). When employees are overly

36
focused on compliance, they may be less likely to take initiative or suggest improvements. This

can lead to a lack of innovation and missed opportunities for process enhancements. A hotel that

strictly enforces set procedures without encouraging employee input may miss out on valuable

suggestions for improving guest services or operational practices (Taimni, 2023).

Managers should balance control with employee autonomy, allowing staff to make decisions and

contribute ideas. Empowering employees can lead to increased job satisfaction and effectiveness.

(Groves, 2020). A resort manager who allows front desk staff to use their discretion in handling

guest requests can enhance service quality and employee engagement. A hotel that involves

employees in decision-making processes and seeks their input on operational improvements can

foster a collaborative atmosphere and enhance overall performance (Groves, 2020).

Managerial control has a significant influence on employee effectiveness in the hospitality

industry. Effective managerial control can enhance employee performance by setting clear

expectations, providing support and resources, and offering constructive feedback. However,

excessive control or micromanagement can have negative impacts, such as decreased autonomy,

reduced motivation, and increased stress (Lens, 2021).. To achieve a positive balance, managers

should focus on empowering employees, providing adequate support and resources, and

recognizing and rewarding performance. By adopting these best practices, hospitality businesses

can foster a productive and motivated workforce, ultimately leading to improved service quality

and organizational success (Joe, 2022).

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2.1.10 Influence of Supervisor Support on Employee Effectiveness in the Hospitality
Industry

Birchall and Ketilson (2020) Supervisor support is a critical factor influencing employee

effectiveness in the hospitality industry. It encompasses various forms of assistance, including

emotional support, guidance, feedback, and practical help. Effective supervisor support can

enhance employee performance, job satisfaction, and overall effectiveness, while a lack of support

can lead to negative outcomes such as decreased morale, increased turnover, and reduced service

quality. Understanding the impact of supervisor support involves examining how different aspects

of support affect employees' work performance and their overall experience in the hospitality

sector (Birchall and Ketilson, 2020)

Supervisors who provide emotional support create a positive work environment where employees

feel valued and understood. This can lead to higher job satisfaction and motivation. Employees

who feel supported are more likely to be engaged and committed to their roles, which enhances

their effectiveness (Joseph, 2022). A hotel manager who takes the time to listen to employees'

concerns and offers encouragement during challenging times can boost staff morale and

motivation, leading to better performance and service quality. A restaurant supervisor who

regularly praises and rewards waitstaff for exceptional service can enhance their motivation and

effectiveness, leading to improved customer experiences (Kel, 2023).

Supervisor support has a profound impact on employee effectiveness in the hospitality industry.

Effective support, including emotional backing, constructive feedback, and practical assistance,

enhances job satisfaction, motivation, and overall performance. Conversely, insufficient support

can lead to decreased job satisfaction, increased stress, and higher turnover rates (Seth, 2021). To

maximize employee effectiveness, supervisors should focus on building strong relationships,

38
providing regular and constructive feedback, offering development opportunities, and creating a

positive work environment. By adopting these best practices, hospitality businesses can foster a

supportive atmosphere that enhances employee performance and contributes to organizational

success (Seth, 2021).

2.1.11 Influence of Task Orientation on Employee Effectiveness in the Hospitality Industry

Task orientation refers to the focus on completing specific tasks and achieving set objectives

within a role. In the hospitality industry, task orientation plays a crucial role in determining how

effectively employees perform their duties, maintain service standards, and contribute to the

success of the organization. This approach to work can significantly impact various aspects of

employee effectiveness, including productivity, service quality, and job satisfaction (Will, 2022).

Task-oriented employees have a clear focus on completing specific tasks and achieving goals. This

focus helps them prioritize their work and manage their time effectively, leading to increased

productivity and efficiency (Will, 2022). In a hotel, a housekeeping team with a strong task

orientation may adhere to a structured checklist for room cleaning, ensuring that all tasks are

completed efficiently and rooms are prepared to a high standard. A restaurant kitchen staff

member with a task-oriented approach consistently follows recipes and cooking procedures,

ensuring that every dish meets the restaurant’s quality standards (Will, 2022).

However, an excessive focus on task orientation may lead to a rigid adherence to procedures,

potentially stifling creativity and flexibility in problem-solving. Employees may become less

willing to adapt to unexpected situations or innovate (Will, 2022). A hotel employee who is overly

task-oriented might strictly follow protocols even when a more creative solution could better

39
address a guest’s unique request or problem. A restaurant staff member who focuses solely on

their assigned tasks might not propose improvements to the menu or service based on guest

feedback (Will, 2022).

Task orientation significantly influences employee effectiveness in the hospitality industry. A

focus on completing specific tasks and achieving goals can enhance productivity, service quality,

and overall performance (Will, 2022). However, an excessive emphasis on task orientation can

lead to reduced flexibility, creativity, and interpersonal skills, as well as increased stress and

burnout. To maximize the benefits of task orientation, hospitality organizations should balance

task focus with opportunities for creativity, encourage positive relationships and teamwork, and

manage workloads to support employee well-being. By implementing these best practices,

businesses can enhance employee effectiveness and contribute to a successful and positive work

environment (Will, 2022).

2.1.12 The Hospitality Industry

Martikainen, (2023), The hospitality industry is a broad category of fields within the service sector

that includes lodging, food and drink service, event planning, theme parks, travel, and tourism. It

is a diverse and global industry that focuses on providing services to customers, primarily in the

areas of accommodation, food and beverage, and recreation. The hospitality industry plays a vital

role in the global economy, offering numerous employment opportunities and contributing

significantly to economic development (Collis, 2022). The hospitality industry encompasses a

wide range of businesses which include hotels, motels, hostels, resorts, and vacation rentals. These

establishments provide accommodation services to travelers, often combined with additional

amenities such as restaurants, spas, gyms, and entertainment options.

40
The hospitality industry is unique due to several defining characteristics: The industry is centered

around providing services rather than physical goods. Customer satisfaction is paramount, and

businesses must focus on delivering high-quality service experiences to build loyalty and drive

repeat business. Services provided by the hospitality industry are intangible, meaning they cannot

be seen, touched, or stored. This makes it crucial for businesses to ensure consistent service

quality to maintain their reputation. Hospitality services are perishable, meaning they cannot be

stored for later use. For example, a hotel room that is not booked for a night represents lost

revenue that cannot be recovered (Horrigan, 2023). The hospitality industry is highly labor-

intensive, requiring a large and skilled workforce to deliver services. This includes front-line staff

such as waiters, housekeepers, and receptionists, as well as management and support roles. Many

hospitality businesses, especially hotels and restaurants, operate around the clock to meet customer

needs at any time of day or night. This requires careful scheduling and management of staff. The

industry serves a diverse customer base from around the world. Understanding and

accommodating different cultural preferences and practices are essential for success in the global

hospitality market (Gombola and Ketz 2023).

The hospitality industry is vital to the global economy for several reasons. The industry generates

significant revenue through the provision of services and the creation of jobs. It contributes to

GDP growth and supports local economies, particularly in tourist destinations. The hospitality

industry is one of the largest employers globally, offering jobs in a wide range of roles, from

entry-level positions to management and executive roles (Lasher, 2021). It provides opportunities

for career growth and development, especially in regions heavily dependent on tourism. The

industry promotes cultural exchange by bringing people from different parts of the world together.

This fosters mutual understanding and appreciation of diverse cultures and traditions. The

41
hospitality industry is closely linked to tourism, which is a major driver of economic development

in many regions. By providing essential services to travelers, the industry supports the growth of

tourism and its associated benefits, such as infrastructure development and foreign exchange

earnings. It is a leader in adopting new technologies to enhance customer experiences and improve

operational efficiency. This includes the use of online booking systems, mobile apps, artificial

intelligence, and data analytics (Henry, 2021).

However, the hospitality industry faces several challenges that require careful management and

strategic planning. The industry is sensitive to economic conditions, with demand for hospitality

services often decreasing during economic downturns. Businesses must be resilient and adaptable

to survive periods of reduced demand. Many hospitality businesses experience seasonal

fluctuations in demand, with peak periods during holidays and tourist seasons. Managing

resources and maintaining profitability during off-peak times can be challenging. The industry

often faces labor shortages, particularly in roles that require specific skills or in regions with high

competition for workers. Attracting and retaining talent is a key challenge for many businesses

(Beiley, 2020).

The hospitality industry is a dynamic and diverse sector that plays a crucial role in the global

economy. Its unique focus on service, customer interaction, and experience creation sets it apart

from other industries. While the industry faces several challenges, including economic

fluctuations, labor shortages, and evolving customer expectations, it continues to thrive by

embracing innovation, sustainability, and personalization. As the industry evolves, it will remain a

vital contributor to economic growth, cultural exchange, and global connectivity (Ojo, 2020).

42
2.1.13 Unique Characteristics of the Hospitality Industry

According to Ogbu (2022), the hospitality industry is distinct from other sectors due to its unique

focus on service, customer interaction, and experience creation. These characteristics define the

industry and influence the way businesses within it operate. Understanding these unique traits is

crucial for anyone working in or studying the hospitality industry.

1. High Level of Customer Interaction

The hospitality industry is inherently service-oriented, with a significant focus on direct

interaction between employees and customers. Whether in hotels, restaurants, resorts, or events,

the quality of service provided is directly influenced by the interactions between staff and guests.

Employees in the hospitality industry must possess strong interpersonal skills, including

communication, empathy, and problem-solving abilities. The ability to anticipate and respond to

guest needs is critical to delivering a positive experience, which can lead to repeat business and

positive word-of-mouth. In a hotel, front desk staff must greet guests, handle check-ins and check-

outs, address inquiries, and resolve any issues, all while maintaining a friendly and professional

demeanor (Laidlaw, 2021).

2. Intangible and Perishable Products

The services provided in the hospitality industry are intangible and perishable. Unlike physical

products, services cannot be stored or inventoried; they are consumed at the time they are

produced. Once a service opportunity is missed (e.g., an empty hotel room for a night), it cannot

be recovered or sold later. Businesses must carefully manage demand and capacity to maximize

revenue. This often involves strategies like dynamic pricing, overbooking, and yield management

to ensure that service opportunities are fully utilized. A restaurant must balance reservations and

walk-in customers to ensure tables are fully occupied during peak dining hours, as an empty table

represents lost revenue that cannot be recovered (Laidlaw, 2021).

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3. High Labor Intensity

The hospitality industry is highly labor-intensive, relying heavily on human labor to deliver

services. Whether it’s preparing food, cleaning rooms, serving guests, or managing events, the

industry requires a large and diverse workforce to meet its operational needs. Managing human

resources effectively is crucial in the hospitality industry. This includes recruitment, training,

scheduling, and maintaining employee morale, all of which directly impact service quality and

customer satisfaction. In a large hotel, staff members across various departments—housekeeping,

food and beverage, front desk, maintenance—must work in coordination to deliver a seamless

guest experience (Laidlaw, 2021).

4. 24/7 Operations

Unlike many industries that operate within standard business hours, the hospitality industry often

requires 24/7 operations. This is particularly true for hotels, casinos, airports, and certain

restaurants, where services must be available at all hours. Operating around the clock requires

careful planning and management, including shift scheduling, employee well-being, and ensuring

consistent service quality regardless of the time of day or night. A hotel must provide services like

front desk support, room service, and security at all hours, requiring a well-coordinated team that

can work in shifts (Laidlaw, 2021).

5. Seasonality and Demand Fluctuations

The hospitality industry often experiences significant seasonal fluctuations in demand. Tourist

seasons, holidays, and events can lead to peaks and troughs in business, affecting everything from

staffing levels to pricing strategies. Businesses must be agile in responding to these fluctuations,

adjusting staffing, inventory, and marketing efforts accordingly. This can also affect pricing

strategies, where businesses may charge higher rates during peak seasons and offer discounts

during off-peak times. A beach resort may see a surge in bookings during the summer months and

44
around holiday seasons, requiring additional staff and higher rates, while offering promotions

during the quieter winter months to attract guests (Laidlaw, 2021).

6. Emphasis on Experience Creation

In the hospitality industry, the overall customer experience is the product. Beyond just providing a

service (e.g., a meal or a room), businesses strive to create memorable experiences that

differentiate them from competitors. Creating a unique and memorable experience requires

attention to detail, innovation, and a deep understanding of customer preferences. This can include

personalized services, themed environments, or unique events that create lasting memories for

guests. A luxury hotel may offer personalized services such as a customized welcome package,

unique dining experiences, and tailored excursions to create a memorable stay for each guest

(Laidlaw, 2021).

7. Global and Cultural Diversity

The hospitality industry serves a global clientele, often with a diverse mix of cultural backgrounds,

languages, and expectations. This diversity requires a deep understanding of and sensitivity to

different cultural norms and practices. Hospitality businesses must train staff to be culturally

competent and adaptable, ensuring they can meet the needs of a diverse customer base.

Multilingual abilities, cultural sensitivity, and an understanding of global hospitality trends are

essential. In an international hotel chain, staff may need to accommodate the dietary preferences of

guests from different cultures, provide information in multiple languages, and celebrate various

cultural festivals (Laidlaw, 2021).

8. Reliance on Technology

Technology plays a crucial role in the hospitality industry, from online booking systems and

mobile apps to customer relationship management (CRM) systems and automated check-ins.

Technology enhances efficiency, improves customer service, and provides valuable data for

45
decision-making. Businesses must stay updated with the latest technological advancements to

remain competitive. This includes investing in technology that enhances the customer experience,

such as mobile check-in, smart room controls, and AI-driven customer service. A hotel using a

mobile app allows guests to check in, unlock their rooms, and request services directly from their

smartphones, enhancing convenience and satisfaction (Laidlaw, 2021).

9. Emotional Labor

Emotional labor refers to the effort required by employees to manage their emotions and present a

positive, welcoming demeanor even in challenging situations. This is particularly important in the

hospitality industry, where customer service often involves managing complaints, handling

stressful situations, and maintaining a positive attitude. Emotional labor can lead to stress and

burnout if not managed properly. Hospitality businesses must provide support to employees,

including training on stress management, creating a positive work environment, and recognizing

the emotional demands of the job. A restaurant server who remains calm and friendly while

dealing with a difficult customer is performing emotional labor, which is critical to maintaining a

positive dining experience (Laidlaw, 2021).

The hospitality industry is defined by its unique characteristics, which set it apart from other

sectors. These include a high level of customer interaction, the intangibility and perishability of

services, labor intensity, and the need for 24/7 operations. Additionally, the industry must navigate

seasonality, focus on experience creation, embrace global diversity, leverage technology, and

manage the emotional labor of its employees. Understanding these unique traits is essential for

anyone involved in the hospitality industry, as they influence every aspect of business operations

and customer service (Ogbu, 2022).

46
2.2 Conceptual Framework

The balance among these variables determines the success of an organization, with each variable

playing a critical role in shaping the process and outcomes. Below diagram will explore how each

variable relates to organizational climate and how they influence one another.

Fig 2.1: Conceptual framework of organizational climate (independent variable) and employee

effectiveness (dependent variable).

Independent variables

ORGANIZATIONAL
CLIMATE

Innovation and
Change

Managerial Dependent variables

Control
EMPLOYEE
EFFECTIVENESS
Supervisor Support

Task Orientation

Source: (Researcher’s Compilation, 2026)

47
2.3 Empirical Review

2.3.1 Evidence from Developed Country Texas (USA, United Kingdom and Australia)

Johnson & Park (2020) conducted a study on the role of organizational climate in enhancing

employee performance in the hospitality industry. The main objective was to examine the

relationship between organizational climate and employee job satisfaction across USA, which is a

key indicator of employee effectiveness. The researchers used a survey method, gathering data

from employees across different levels of the organization. The analyst used the 5 point Likert-

scale to decide the quantity of respondents in the organizations. Once more, essential information

was created through polls and reviews which were investigated utilizing Spearman's Rank

Correlation examination to decide the strength of the connection between the dependent variable

and the autonomous factors. The study findings revealed that a positive organizational climate,

characterized by supportive management, clear communication, and a focus on employee well-

being, significantly increased job satisfaction among employees. It was concluded that, higher job

satisfaction was directly linked to improved job performance, lower turnover rates, and better

customer service, all of which contribute to overall employee effectiveness. The study

recommended that managers should be trained to provide strong, supportive leadership that

encourages open communication, offers guidance, and recognizes employees' contributions.

Brown, & Mason, (2020) investigated a study on organizational climate, employee commitment,

and performance in the UK hospitality industry, the primary objective of the study focused on

organizational climate and its impact on employee commitment and effectiveness in luxury hotels.

The researchers utilized a mixed-methods approach, combining quantitative surveys with

qualitative interviews to gather comprehensive data from employees and managers.

48
Questionnaires, interviews, focused group discussions and field observations were used to collect

the required data, which was analysed using basic descriptive statistics and Chi square test (χ2).

The study revealed that a climate of trust, fairness, and open communication was crucial in

fostering employee commitment. It was concluded that, employees who perceived their

organizational climate as positive were more committed to their jobs, which translated into higher

levels of effectiveness. The findings of the study also highlighted that supportive leadership and

opportunities were key elements of a positive organizational climate. It was recommended that,

organizations should implement policies that promote a healthy work-life balance, as this

contributes to a more positive organizational climate.

White & Green (2021) examined a study on "enhancing employee engagement through

organizational climate: implications for service quality in the Australian hospitality industry." The

main objective of the Australian study was to investigate the role of organizational climate in

promoting employee engagement and enhancing service quality in high-end restaurants. The

research employed a longitudinal study design, tracking changes in employee engagement and

service quality over time as organizational climate interventions were implemented. Data

collection for this study involved both primary and secondary sources. The total number of

respondents was 200, and they were selected using purposive sampling, a non-probability

sampling technique and purposive sampling. The study found that improvements in organizational

climate, particularly in areas such as recognition, empowerment, and work-life balance, led to

significant increases in employee engagement. The study concluded that, engaged employees were

more effective in their roles, demonstrating higher productivity, better problem-solving abilities,

and improved interactions with customers, ultimately leading to enhanced service quality. It was

49
recommended that, offering benefits support can help employees manage their personal

responsibilities alongside their professional duties.

The empirical evidence from the United States, United Kingdom, and Australia underscores the

importance of fostering a positive organizational climate to enhance employee effectiveness in the

hospitality industry. Managers in this sector should prioritize creating a supportive and

empowering work environment to achieve better outcomes for both employees and customers.

2.3.2 Evidence from Developing Country (India, Kenya and Brazil)

Sharma (2020) conducted a study on impact of organizational climate on employee turnover

intentions: a study of the Indian hospitality industry. The primary objective of the study conducted

in India focused on the relationship between organizational climate and employee turnover

intentions in the hospitality industry. The researchers collected data through surveys from

employees in mid-sized hotels across several cities. The study utilized a quantitative research

design method under which the cross sectional survey method of distributing copies of

questionnaire to the respondents was adopted. The population for the study was 7,149 staff in

India. Using Taro Yamen formula, the study generated a sample of 378 from the target population,

and conveniently selected this sample across several cities of India. Out of 378 copies of

questionnaire distributed, 367 were valid and were used for the analysis. The findings of the study

revealed that a positive organizational climate, characterized by fairness, recognition, and

opportunities for career advancement, significantly reduced employees' intentions to leave the

organization. This, in turn, enhanced employee effectiveness, as employees who felt valued and

supported were more motivated, productive, and committed to their jobs. Conversely, it was

concluded that, a negative organizational climate led to high turnover intentions, which negatively

50
impacted employee effectiveness. The study recommended that offering continuous learning and

development opportunities can create a positive organizational climate by demonstrating that the

organization is invested in its employees.

Mwangi & Wanyoike (2021) examined a study on influence of organizational climate on job

satisfaction and productivity in the Kenyan Hospitality Industry. The main objective of the study

in Kenya explored the impact of organizational climate on job satisfaction and productivity among

employees in the hospitality sector, particularly in hotels and resorts along the Kenyan coast. The

research employed a mixed-methods approach, combining surveys with focus group discussions

through a descriptive survey design coupled with the use of participant observation and in-depth

interviews, 300 subjects were purposively selected from four local governments. The findings of

the study demonstrated that a positive organizational climate, particularly in terms of managerial

support, communication, and professional development opportunities, led to higher job

satisfaction. Satisfied employees were more productive, demonstrating greater efficiency in their

tasks and contributing to the overall success of the organization. The study also concluded that

poor organizational climate, especially in areas like inadequate communication and lack of

recognition, led to decreased productivity and higher employee turnover. The study recommended

that, a fair and inclusive organizational climate will reduce conflict, fosters collaboration, and

improves overall employee effectiveness.

Silva & Santos (2021), conducted a study on enhancing employee engagement through

organizational climate: a study in the Brazilian hospitality industry. The primary objective of the

study conducted in Brazil focused on the relationship between organizational climate and

employee engagement in the hospitality industry, particularly in tourist hotspots like Rio de

Janeiro and São Paulo. The research used a longitudinal study design, tracking employee

51
engagement levels over time as organizational climate initiatives were introduced. Judgmental

sampling technique was used to get the desired target sample size of 350. The tools used in

analyzing the data collected were simple percentages, descriptive statistics and correlation

analysis. The findings revealed that, a supportive organizational climate, including fair

compensation, career advancement opportunities, and a focus on employee well-being,

significantly increased employee engagement. It was concluded that, engaged employees were

more effective in their roles, providing higher quality service and demonstrating greater

commitment to their work. The study also recommended that, in Brazil's competitive hospitality

market, creating a positive organizational climate is essential for maintaining a motivated and

effective workforce.

2.3.3 Evidence from Nigeria

Adeyemi & Adebayo (2020). Investigated a study on organizational climate and employee

effectiveness in the Nigerian hospitality industry." The objective explored the relationship

between organizational climate and employee commitment in the hospitality industry, focusing on

hotels in Lagos and Abuja. The researchers employed a mixed-methods approach, combining

quantitative surveys with qualitative interviews to understand the nuances of organizational

climate in the Nigerian context. The study also employed a survey research design with a

population of 91 persons. The sample size was calculated to be 74, and data was collected via a

self administered questionnaire. Simple percentages were used to quantitatively examine the data,

and ANOVA was used to test the study hypothesis. The findings of the study found that a positive

organizational climate, particularly one that fosters fairness, recognition, and employee

involvement, significantly boosted employee commitment. It was concluded that, high levels of

commitment were associated with improved effectiveness, including better customer service,

52
reduced absenteeism, and higher productivity. The study also recommended that the lack of

adequate infrastructure and inconsistent management practices could negatively impact the

organizational climate and, consequently, employee effectiveness.

Adeoye & Elegunde (2023). Investigated a study on "Organizational Climate and Employee

Performance in the Nigerian Hospitality Industry. The objective of the study focused on how

organizational climate influences employee performance in the hospitality industry, focusing on

both small and large hotels. The researchers used a combination of questionnaires and interviews

to gather data from employees and managers while a total of 110 questionnaires were administered

to 217 employees of the company. Using bar charts to illustrate the degree of response. The

findings revealed that, a supportive organizational climate, where employees felt that their

contributions were recognized and their work-life balance was respected, led to improved

performance. Employees in a positive climate were more engaged, displayed higher job

satisfaction, and were more likely to go above and beyond their job requirements, enhancing

overall effectiveness. The study also concluded that organizational climate had a direct impact on

customer satisfaction, as happier employees provided better service. The study recommended that,

continuously monitor the organizational climate through regular surveys and feedback

mechanisms will allow the organization to identify any areas of concern and make necessary

adjustments to maintain a positive climate.

Engaging employees and being supportive in enhancing their well-being in an organization is very

paramount. Past studies show that these practices and policies are beneficial to the commitment

level of the employer and the employee in the attainment of employee performance. Gbade (2022)

conducted on effect of perceived organizational support on the relationships between

organizational climate and organizational commitment and organizational commitment and

53
employee performance. The primary objective of the study was to examine the influence of

organizational climate on organizational commitment. Drawing on employees from the power

generation companies in Delta, Nigeria, a systematic sampling method was employed in choosing

371 respondents for the study. Hierarchical regression in SPSS software (version 23) was

employed to analyze the hypotheses. The findings revealed that organizational commitment

partially mediated the relationship between organizational climate and employee performance.

However, perceived organizational support had no moderation effect on the relationship between

organizational climate and organizational commitment. Furthermore, perceived organizational

support had no moderation effect on the relationship between organizational commitment and

employee performance. It was concluded that, with an effective organizational climate,

organizational support does little to strengthen or weaken employee performance. The study

recommended that, the organization can create a more positive organizational climate, which will,

in turn, enhance their employee effectiveness. This will not only improve employee satisfaction

and retention but also lead to better customer service, higher productivity, and the overall

organizational success.

2.4 Theoretical Review

Engaging with Perceived Organizational Support (POS), Social Exchange Theory (SET), and

Organizational Support Theory (OST) is indeed essential for understanding organizational climate.

Each of these theories offers a distinct lens through which to view the relationship between

organizations and employees.

54
2.4.1 Perceived Organizational Support (POS) Theory

Robert (1986) developed Perceived Organizational Support (POS) theory. POS theory focuses on

employees' perceptions of how much the organization values their contributions and cares about

their well-being. Perceived Organizational Support (POS) theory is a crucial framework for

understanding how organizational climate impacts employee attitudes and behaviors. This

perception is shaped by various factors within the organizational climate, such as management

practices, policies, and the overall work environment. The central idea of POS theory is that

employees form beliefs about how much their organization supports them. This perception is

influenced by how the organization treats its employees in terms of recognition, rewards, fairness,

and overall care for their well-being. POS theory draws on the norm of reciprocity, which suggests

that when employees perceive high levels of support from their organization, they feel a sense of

obligation to reciprocate with positive attitudes and behaviors, such as increased commitment,

loyalty, and performance.

Organizational climate refers to the shared perceptions of policies, practices, and procedures that

employees experience in their workplace. POS theory provides a lens through which the impact of

organizational climate on employees can be better understood. A positive organizational climate is

often characterized by a strong perception of support. When the organizational climate promotes

fairness, open communication, recognition, and opportunities for growth, employees are more

likely to perceive high levels of organizational support. POS theory helps explain why a

supportive organizational climate leads to desirable employee behaviors. For example, in a climate

where employees feel valued and supported, they are more likely to engage in behaviors that go

beyond their job descriptions, such as helping colleagues and showing initiative. A supportive

organizational climate, as understood through POS, fosters greater organizational commitment.

55
Employees are more likely to stay with the organization, reducing turnover rates and associated

costs (Robert, 1986).

Organizations should focus on management practices that enhance POS, such as providing regular

feedback, recognizing employee achievements, ensuring fair treatment, and offering resources for

personal and professional development. Regular surveys assessing employees’ perceptions of

organizational support can provide valuable insights into the organizational climate. This feedback

can help management identify areas for improvement. Consistent and fair application of policies

contributes to a climate of trust and support, reinforcing POS among employees (Robert, 1986).

Perceived Organizational Support (POS) theory offers a powerful framework for understanding

the relationship between organizational climate and employee outcomes. By focusing on how

employees perceive support from their organization, POS theory provides insights into how a

positive organizational climate can enhance employee commitment, job satisfaction, and

performance. Organizations that prioritize creating a supportive climate are likely to see higher

levels of employee effectiveness and overall organizational success (Robert, 1986).

Criticism of Perceived Organizational Support (POS) Theory

According to Croaty (1990), he argued that POS might overly emphasize the reciprocity aspect,

assuming that all employees will respond positively to perceived support in the same way, without

considering individual differences or contextual factors. According to Croaty (1990):

i. Measurement Issues: The concept of POS is often measured through surveys, which may

not capture the full complexity of how support is perceived by different individuals.

ii. Cultural Bias: Some researchers suggest that POS may be more applicable in

individualistic cultures and might not fully capture the dynamics of organizational support

in collectivist cultures.

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Relevance of Perceived Organizational Support (POS) Theory

Perceived Organizational Support (POS) offer valuable insights into organizational behavior,

particularly in understanding the impact of organizational climate on employee attitudes and

performance (Rek, 1990).

i. POS is highly relevant in understanding organizational climate as it directly relates to how

employees perceive the environment created by the organization. A supportive

organizational climate enhances POS, leading to increased employee commitment, job

satisfaction, and overall effectiveness.

ii. It provides insights into how organizations can foster a positive climate by focusing on

policies and practices that enhance employee perceptions of support.

2.4.2 Social Exchange Theory (SET)

Social Exchange Theory (SET) is a foundational concept in understanding relationships within

organizations, particularly how organizational climate influences employee behavior and attitudes.

Developed by George C. Homans in 1958, SET posits that social behavior is the result of an

exchange process where individuals engage in interactions that maximize rewards and minimize

costs. SET helps explain the reciprocal nature of the relationship between employees and their

employers, shedding light on how organizational climate shapes these exchanges. At the core of

SET is the principle of reciprocity, which suggests that when one party provides something of

value (e.g., support, resources), the other party feels obliged to reciprocate in kind. In an

organizational context, if employees perceive that their organization provides a supportive and fair

environment, they are likely to reciprocate with positive behaviors such as increased commitment,

57
loyalty, and productivity. SET views interactions in terms of costs and rewards. Employees assess

the costs (e.g., effort, time, stress) and rewards (e.g., salary, recognition, job security) associated

with their roles. A favorable organizational climate increases the perceived rewards, making

employees more likely to engage positively with the organization.

Organizational climate refers to the collective perceptions of the work environment, shaped by

policies, practices, and procedures. SET provides a useful framework for understanding how these

perceptions influence the exchanges between employees and the organization. The climate created

by an organization affects how employees perceive the costs and rewards of their work. A

supportive climate, where employees feel valued and rewarded, increases the likelihood of

positive behaviors such as cooperation, innovation, and reduced absenteeism. By fostering a

climate where positive exchanges are encouraged, organizations can build a culture of trust and

reciprocity. This involves clear communication, equitable reward systems, and consistent support

for employees. As employees perceive the benefits of their efforts being reciprocated, they are

more likely to contribute positively to the organization (George, 1958).

Organizations should focus on creating and maintaining policies that ensure fairness and equity in

the workplace. This could involve transparent decision-making processes, equitable distribution of

rewards, and fair performance evaluations. Open and honest communication helps build trust, a

key component of positive exchanges. Managers should regularly communicate with employees

about organizational goals, changes, and expectations, as well as actively listen to employee

feedback. Recognizing and rewarding positive employee behavior reinforces the reciprocal nature

of social exchanges. This could be through formal recognition programs, promotions, or other

incentives that acknowledge employee contributions. When negative exchanges occur, such as

58
conflicts or perceived injustices, it's crucial to address them promptly and fairly. This helps

maintain a positive organizational climate and prevents the deterioration of employee morale

(George, 1958).

Social Exchange Theory (SET) provides a robust framework for understanding the dynamics of

organizational climate. By emphasizing the importance of reciprocal relationships between

employees and their organizations, SET highlights how a supportive and fair organizational

climate can lead to positive employee outcomes, including increased commitment, job satisfaction,

and performance. Organizations that understand and leverage these exchanges are better equipped

to create a work environment that fosters mutual trust, loyalty, and long-term success (George,

1958).

Criticism of Social Exchange Theory (SET)

SET has been criticized for simplifying human relationships into transactional terms. It may

overlook the complexity of social interactions, including emotional and ethical dimensions (Jin,

1960).

i. Assumption of Rationality: SET assumes that individuals always act rationally to

maximize rewards and minimize costs, which may not account for irrational or

altruistic behaviors.

ii. Cultural Limitations: SET is often more applicable in individualistic societies where

personal gain is a strong motivator. Its applicability in collectivist cultures, where

group harmony and communal benefits are prioritized, might be limited.

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Relevance of Adaptive Leadership Theory

According to (Wales, 1966) SET provides a framework for understanding how reciprocal

relationships between employees and organizations influence behaviors. It highlights how fair

treatment and support lead to positive employee responses.

i. Organizational Behavior: The theory helps explain why a supportive organizational

climate fosters positive behaviors such as increased effort, cooperation, and organizational

citizenship.

ii. Managing Expectations: SET informs organizations about the importance of managing

expectations and fulfilling perceived obligations to maintain positive employee relations

and reduce turnover.

2.4.3 Organizational Support Theory (OST)

Organizational Support Theory (OST), developed by Robert Eisenberger and colleagues in 1997,

is an influential framework for understanding how organizational climate impacts employee

attitudes and behaviors. OST focuses on the idea that employees form perceptions about the extent

to which their organization values their contributions and cares about their well-being. These

perceptions significantly affect their work-related attitudes and behaviors. OST posits that

employees’ perception of organizational support is central to their relationship with the

organization. POS refers to the extent to which employees believe the organization values their

contributions and cares about their well-being. The theory relies on the norm of reciprocity,

suggesting that employees who perceive high levels of support from their organization feel a

moral obligation to reciprocate with positive attitudes and behaviors, such as increased effort,

60
loyalty, and job performance. According to OST, when employees perceive that their organization

supports them, they are more likely to exhibit higher levels of job performance and organizational

commitment. They are also less likely to experience burnout or job dissatisfaction.

OST helps explain how a supportive organizational climate, characterized by fairness, recognition,

and concern for employee well-being, leads to higher POS. In a positive climate, employees feel

valued and supported, which fosters greater commitment and job satisfaction. It illustrates how

organizational climate affects employee behavior. A climate that promotes support and recognizes

employee contributions leads to enhanced job performance and organizational citizenship

behaviors. Employees are more likely to go above and beyond their formal job requirements in a

supportive environment. The theory emphasizes that organizational practices and policies play a

crucial role in shaping perceptions of support. Practices such as providing adequate resources,

recognizing employee achievements, and offering career development opportunities contribute to

a supportive climate and positive POS (Robert, 1997).

Organizations should implement policies that enhance POS, such as fair performance evaluations,

recognition programs, and opportunities for professional growth. These practices contribute to a

positive organizational climate and foster employee engagement and effectiveness. Training

programs for managers and leaders should focus on developing skills to support and recognize

employees effectively. Leaders who exhibit supportive behaviors contribute to a positive

organizational climate and higher POS among employees. Regular feedback mechanisms, such as

employee surveys and performance reviews, can help organizations assess and improve their

climate. Understanding employees' perceptions of support allows organizations to make informed

adjustments to enhance POS (Robert et al, 1997).

61
Organizational Support Theory (OST) offers valuable insights into how organizational climate

impacts employee attitudes and behaviors. By focusing on the concept of perceived organizational

support (POS), OST highlights the importance of creating a supportive work environment to

enhance employee well-being, performance, and commitment. Organizations that prioritize

supportive practices and policies are likely to see positive outcomes in terms of employee

satisfaction, retention, and overall organizational success (Robert et al, 1997).

Criticism of Organizational Support Theory (OST)

OST primarily focuses on perceived organizational support and may not address other significant

factors influencing organizational climate, such as leadership style or external pressures (Craig,

1997).

i. Positivity Bias: OST might have a bias toward positive outcomes, assuming that increased

support always leads to better performance and satisfaction without considering cases

where support might be perceived negatively or could lead to dependency.

ii. Generalization Issues: The theory may not fully account for differences in support

perceptions among various employee groups or different organizational contexts.

Relevance of Leader-Member Exchange Theory

Smith, (1997) OST underscores the importance of creating a supportive environment to enhance

employee satisfaction, performance, and commitment. It provides actionable insights for

improving workplace practices and policies.

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 1. Organizational Effectiveness: By focusing on how support impacts employee outcomes,

OST helps organizations understand the benefits of fostering a positive climate and

developing supportive practices.

2. Strategic HR Practices: OST informs HR strategies by highlighting the need for policies

that reinforce support and recognition, contributing to better employee relations and

organizational effectiveness.

2.5 Theoretical Framework

Based on Organizational Support Theory, it is highly believed that employees’ attribution about

the organization's commitment to employee acceptance of positive and negative treatment

intensely depends on perceived organizational support. Besides, Robert et al. (1997) assessed

perceived organizational support as “the extent to which the organization values its employees’

contributions and cares about their well-being”. Therefore, a supportive organization is committed

to its employees (Malatesta, 1997). Emphatically, centered on the extant literature, we suggest that

perceived organizational support may decide the degree of the relationships; organizational

climate and organization commitment, organization commitment, and employee performance.

Henceforth, the exchange between supervisor and employee improves through the kind of support

envisaged by perceived organizational support. Empirically, it is viewed that perceived

organizational support surges employees’ perceptions about the greater input made by

organizations is higher in rewarding them. Otherwise, Li, Zhang, Yan, Wen, and Zhang (2020)

opine that whether an organization will or not reward the input made by itself to employees is

sometimes assessed by perceived organizational support. Empirically, an indication from previous

studies establishes that perceived organizational support is influenced and associated with

employee satisfaction (Putsom, 2019) leading to employee performance.

63
Figure 2.2: The theoretical framework as described by Robert Eisenberger and colleagues in 1997

Source: Robert Eisenberger, et al (1997)

64
 CHAPTER THREE

METHODOLOGY

3.1 Area of Study

ABM Hotel Limited is located along Federal Polytechnic Road in Ogberin, Ede, it is known for its

budget-friendly services, catering mainly to visitors of the Federal Polytechnic and surrounding

institutions in Ede. ABM Hotel Limited is known to provide affordable lodging and services,

mainly catering to guests visiting Federal Polytechnic and other institutions in Ede and offers a

budget-friendly experience, which is one of its key selling points in a town with a mix of

educational, commercial, and cultural activities. Ideal Hotel and Bar is also a local hotel in Ede

providing standard hospitality services. Ideal Hotel and Bar likely serves as a local hospitality spot

that caters to travelers, business people, and residents, offering both accommodation and dining

services. Western Sun International Hotel and ADMUS Hotel, both located in Ede, Osun State,

Nigeria, are notable establishments providing hospitality services. All the hotels contribute to the

growing hospitality industry in Osun State, especially in Ede, which is a town known for its

historical and cultural significance in Nigeria.

3.2 Research Design

A research design is a plan or blue print, which specifies how data relating to a given problem

should be collected and analyzed. It involves structuring the investigating to enable the research

identify the relationship between independent variables. This study seeks to describe the

relationship between employee performance appraisal and organizational efficiency. The study

will adopt survey research design. The adoption of survey research design allow the researcher to

use the questionnaire method of data collection.

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3.3 Population, Sample Size and Sampling Techniques

3.3.1 Population of the Study

Population is the total number of a defined class of people, objects, places or events selected

because they are relevant to one’s research questions. In this study, the target population which is

the entire set of units for which the research data would be used to make inferences is the

employees of all the selected hotels. The population of the study therefore was one hundred and

seventy-one (171) and it is analyzed below.

Table 3.1: Study Population

S/NO ABM Hotel Limited No of Staff

1. Front Office/Reception Department 2
2. Housekeeping Department 1
3. Food and Beverage (F&B) Department: 5
4. Maintenance Department 2
5. Security Department 5
6. Accounts/Finance Department 3
Total 18
S/NO Ideal Hotel and Bar No of Staff
1. Front Desk/Reception Department 1
2. Food and Beverage Department 4
3. Housekeeping Department 2
4. Security Department 3
5. Accounts/Finance Department 2
6. Bar Services Department 3
Total 15

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 S/NO Westernsun International Hotel and Event Centre No of Staff

1 Front Office Department 15

2 Housekeeping Department 22

3 Food and Beverage Department 15

4 Maintenance Department 9

5 Security Department 12

6 Accounting Department 5

Total 78

S/NO Admus Concept Hotel and Suits No of Staff

1 Front Office Department 12

2 Housekeeping Department 15

3 Food and Beverage Department 10

4 Maintenance Department 10

5 Security Department 7

6 Accounting Department 6

Total 60

Source: Field Survey, (2024).

3.3.2 Sample Size

Jopper (2016) defined sample size as a smaller (but hopefully representation) collection of units

from a population used to determine truths about that population. The sample size for this research

was one hundred and twenty (120) respondents out of the 171 members of staff of the

organizations. Yamani’s (1964) used this formula for finite population as:

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Formula = N

1+N (e) 2

Where: n signifies the sample size; N signifies the population under study; e signifies the margin

error (It could be 0.10, 0.05 or 0.01) and ^ signifies raised to the power of

Where N= population

n = Sample size

e = error of signs (0.05)

1= constant

n = 171
1+171 (0.05)2
n = 171
1+ (171 x 0.0025)
n = 171
1 + 0.4275
n = 171
1.4275
n = 119.78
However, the sample size is 120

3.3.3 Sampling Technique

The sampling technique used for this study is purposive sampling technique. Purposive sampling,

also known as purposeful or judgmental sampling, is a non-probability sampling technique where

researchers deliberately choose participants based on specific characteristics or criteria relevant to

the research purpose.

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3.4 Sources of Data and Data Collection Method
In carrying out this research work, the data for the study was drawn from two main sources which

are: primary and secondary data sources.

i. Primary Source of Data Collection: The primary data sources were those original data

collected and analysed by the researcher from the field. These were mainly obtained from

the responses of respondents to self-completion questionnaires, semi structured interviews

and participant observation.

ii. Secondary Source of Data Collection: Secondary sources of data came from published

articles in business journals, science journals, newspapers, magazines and related studies

on education. Available handbooks, performance reports, employment policies, relevant

information from the organization’s website, blogs, journals, newsletters and other

documented materials made up the secondary data used by the researcher.

3.5 Research Instruments

The major instrument that was used for this study is questionnaires. Questionnaire was chosen

because of its ability to reduce any bias and the collection of authentic data important for data

analysis. The researcher used closed ended questionnaires aimed at testing the employees of

ABM hotel limited, Ideal hotel and bar, Westernsun and Admus hotel, Ede, Osun. The

questionnaires were grouped into two (2) sections; section A and section B. Section A covers

personal data of the respondents such as age, education, marital status etc while Section B covers

the descriptive data analysis of the respondents where respondents are expected to indicate by

ticking on the right box provided, the extent to which they agree or disagree with the

statements stated in the questionnaire. These responses were measured by the means of a five-

point likert scale as; SA-5 (Strongly Agree), A-4 (Agree), N-3 (Undecided), D-2 (Disagree) and

S-1 (Strongly Disagree). The researcher considered questionnaire methods more appropriate due

to the following reasons and advantages attached.

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3.5.1 Reliability of Instrument

In order to ensure the reliability of the research instrument, questionnaire are distributed to the

respondent in examining and scrutinizing thoroughly the information gathered in order to ensure

the reliability, stability, consistency, predictability, dependability, precision and accuracy of the

fact generated.

3.5.2 Validity of Instrument

A measuring instrument is said to be valid if it enables the researcher to measure the correct

response from the sample subjects. The validity of the measurement instrument was tested

through the face validity method. In regard to this, the opinion of experts and my able

supervisor were sought to confirm the extent to which the questionnaire has face validity.

3.6 Re-statement of Hypotheses

Ho1: Innovation and change has no significant influence with employee effectiveness in the

hospitality industry

Ho2: There is no significant relationship between managerial control and employee effectiveness

in the hospitality industry

Ho3: Supervisor support has no significant influence on employee effectiveness in the hospitality

industry

Ho4: There is no significant relationship between task orientation and employee effectiveness in

the hospitality industry

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3.7 Method of Data Analysis

The study employs statistics and econometric tools to analyze the data. The statistics tools

comprised of descriptive statistics frequency distribution and simple percentage. The stated

hypotheses will be tested using Statistical Package for Social Science (SPSS) version 20.0. The

data collected will be interpreted using pearson correlation and simple linear regression analysis.

This would be used to determine the extent to which respondents agree or disagree with a given

opinion on issue surrounding organizational climate and employee effectiveness and to establish

the existence of relationship between the dependent and independent variables. All tests are carried

out at 0.05 level of significance.

3.8 Model Specification

Y = α + β1X1 + β2X2 + β3X3 + β4X4 + є………………..

Y = employee effectiveness

α = Constant of an equation

X1 = innovation and change

X2 = managerial control

X3 = supervisor support

X4 = task orientation

β1, β2, β3, β4 – Coefficient for independent variables

є – This is the random error term.

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 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS

In this chapter, the analysis and interpretation of the study data was captured from the targeted

sample. The data analyzed in this chapter were based on the result generated from the responses of

the respondents. The study targeted a population of one hundred and seventy-one (171)

respondents with a sample of 120 respondents. A total of 120 questionnaires administered while

only 110 were retrieved and analyzed with the aid of Statistical Package for Social Sciences

(SPSS) version 24.0.

4.1 Data Presentation and Analysis

Table 1: Response Rate

Variables No of Respondents Percentage %

Questionnaire returned 110 91

Questionnaire not returned 10 9

Total 120 100

Source: Field Survey, 2024.

The table above shows the number and the frequency table for the questionnaires administered in

this research work, 120 questionnaires were distributed to the respondents and 110 copies,

representing 91% of the questionnaires were retrieved, while 10 copies representing 9% of the

questionnaires were not retrieved. This indicates a high response rate.

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Table 2: Distribution by Gender

Frequency Percent Valid Cumulative Percent

Percent

Male 38 35 35 35

Valid Female 72 65 65 100.0

Total 110 100.0 100.0

Source: Field Survey, 2024.

From the table above, there were 110 respondents to distribution by sex, 38 respondents (35%)

male while 72 respondents (65%) were female. This implies that there is no gender discrimination

in the selection of respondents.

Table 3: Distribution by Age

Frequency Percent Valid Percent Cumulative Percent

15-25 Years 10 9 9 9
26-35 Years 37 34 34 43
Valid 36-45 Years 48 43 43 86
46 Years above 15 14 14 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.

The above table shows that 10 respondents which represent 9% were below 25 years of age, 26-35

years having 37 number of respondents which constitute (34%), respondents with the age bracket

of 36-45 years were having 48 (43%) while 46 years and above having 15 number of respondents

which constitute (14%). This indicates that the number of people within the age bracket of 36 and

45 years is very high and in active working age.

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Table 4: Academic Qualification

Frequency Percent Valid Cumulative Percent

Percent
SSCE 14 13 13 13
NCE/ND 48 43 43 56
[Link]/HND 46 42 42 98
Valid
[Link]/Ph.D 2 2 2 100.0
Total 110 100.0 100.0

Source: Field Survey, 2024.

The above tables shows that 14 which represents 13% of the respondents were SSCE holders, 48

respondents which represents 43% were NCE/ND holders, 46 which represent 42% were

[Link]/HND holders, while 2 respondents which represents 2% of the respondents had [Link]/Ph.D

qualification. This suggests that, most of the workers in the organizations are literate.

Table 5: Distribution by Marital Status

Frequency Percent Valid Percent Cumulative Percent

Single 55 50 50 50

Married 53 48 48 98
Valid
Divorced 2 2 2 100.0

Total 110 100.0 100.0

Source: Field Survey 2024.

The above table shows that 55 respondents which represents 50% were single, 53 respondents

which represents 48% were married, while 2 respondents which represents 2% of the respondents

were divorced. This shows that, majority of our respondents that work in the organizations were

married.

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Table 6: Work Experience

Frequency Percent Valid Percent Cumulative Percent

1-5 years 20 18 18 18

6-10 years 45 41 41 59

11-15 years 30 27 27 86
Valid
16 years above 15 14 14 100.0

Total 110 100.0 100.0

Source: Field Survey, 2024.

The above table shows that 20 respondents which represent 18% have worked for less than 5
years, 45(41%) reported to have been there for 6-10 years respondents, 30(27%) reported to have
been there for 11-15 years while 15(14%) reported to have been working for more than 16 years.
This gives an indication that majority of the respondents are well-educated.

Table 7: Organization

Organizations Frequency Percent Valid Percent Cumulative Percent

ABM Hotel 15 14 14 14
Ideal Hotel 12 11 11 25
Westernsun 42 38 38 63
Valid
Admus Hotel 41 37 37 100.0
Total 110 100 100

Source: Field Survey, 2024.

The above tables shows that 15 which represents 14% of the respondents are ABM Hotel staff, 12
respondents which represents 11% are Ideal Hotel staff, 42 respondents which represent 38% are
Westernsun staff, while 41 respondents which represents 37% of the respondents are Admus Hotel
staff. This suggests that, majority of our respondents are from Westernsun Hotel.
SECTION B:

75
Table 8: Innovation within an organization leads to increased employee motivation.

Frequency Percent Valid Percent Cumulative Percent

Strongly Agree 28 25 25 25
Agree 60 55 55 80
Valid Undecided 7 7 7 87
Disagree 8 7 7 94
Strongly Disagree 7 6 6 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.

From the table 8 above, (28) 25% of the respondents strongly agreed that innovation within an

organization leads to increased employee motivation, (60) 55% agreed, (7) 7% undecided, (8) 7%

disagreed and (7) 6% strongly disagreed. The breakdown analysis shows that innovation within an

organization leads to increased employee motivation.

Table 9: I am more productive when I am involved in the innovation process

Frequency Percent Valid Percent Cumulative Percent
Strongly Agree 20 27 27 27
Agree 60 55 55 82
Undecided 5 5 5 87
Valid
Disagree 10 8 8 95
Strongly Disagree 5 5 5 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.

From the table 9 above, 20 (27%) of the respondents strongly agreed, 60(55%) agreed, 5(5%)

undecided, 10(8%) disagreed and 5(5%) strongly disagreed. The breakdown analysis shows that

most respondents believed that, they are more productive when they are involved in the

innovation process.

Table 10: The introduction of new technologies enhances employees' effectiveness in

their roles.
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 Frequency Percent Valid Percent Cumulative Percent
Strongly Agree 70 64 67 64
Agree 30 27 26 91
Undecided 2 2 2 93
Valid
Disagree 6 5 3 98
Strongly Disagree 2 2 2 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.

From the table 10 above, 70 (30%) of the respondents strongly agreed that the introduction of new
technologies enhances employees' effectiveness in their roles, 30(27%) agreed, 2(2%) undecided,
6(5%) disagreed and (2) 2% strongly disagreed. The breakdown analysis shows that most
respondents believed that, the introduction of new technologies enhances employees' effectiveness
in their roles.

Table 11: Training related to new innovations is sufficient to help me adapt effectively.
Frequency Percent Valid Percent Cumulative Percent
Strongly Agree 30 27 27 27
Agree 40 36 36 63
Undecided 20 19 19 82
Valid
Disagree 10 9 9 91
Strongly Disagree 10 9 9 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.

From the table 11 above, 40(33%) of the respondents strongly agreed that training related to new

innovations is sufficient to help them adapt effectively, (40) 33% agreed, (20) 18% undecided,

(10) 8% disagreed and (10) 8% strongly disagreed. The breakdown analysis of the respondents

shows that, training related to new innovations is sufficient to help them adapt effectively.

Table 12: Innovation and change has no significant influence with employee effectiveness.

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 Frequency Percent Valid Percent Cumulative Percent
Strongly Agree 10 9 9 9
Agree 7 7 7 16
Undecided 13 12 12 28
Valid
Disagree 30 27 27 55
Strongly Disagree 50 45 45 100.0
Total 120 100.0 100.0
Source: Field Survey, 2024.
From the table 12 above, 10(9%) of the respondents strongly agreed, 7(7%) agreed, 13(12%)

undecided, 30(27%) disagreed and 50(45%) strongly disagreed. The breakdown analysis of the

respondents disagreed, this shows that, innovation and change has a significant influence with

employee effectiveness.

Table 13: Clear guidelines from management help me perform my tasks more effectively
Frequency Percent Valid Percent Cumulative Percent

Strongly Agree 8 7 7 7
Agree 78 71 71 78
Undecided 4 3 3 81
Valid
Disagree 5 5 5 86
Strongly Disagree 15 14 14 100.0
Total 120 100.0 100.0
Source: Field Survey, 2024.

From the table 13 above, 8(7%) of the respondents strongly agreed that clear guidelines from

management help me them perform their tasks more effectively, 78(71%) agreed, 4(3%)

undecided, 5(5%) disagreed and 15(14%) strongly disagreed. The breakdown analysis of the

respondents shows that, that clear guidelines from management help them perform their tasks

more effectively.

78
Table 14: Frequent supervision by managers improves my performance.
Frequency Percent Valid Percent Cumulative Percent
Strongly Agree 10 9 9 9
Agree 35 31 31 40
Undecided 5 5 5 45
Valid
Disagree 55 50 50 95
Strongly Disagree 5 5 5 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.
From the table 14 above, 10(9%) of the respondents strongly agreed that, frequent supervision by
managers improves performance, 35(31%) agreed, 5(5%) undecided, 55(50%) disagreed and
5(5%) strongly disagreed. The breakdown analysis of the respondents disagreed that, it is not the
frequent supervision by managers that improves their performance.

Table 15: Too much managerial control can hinder employees' creativity and
problem-solving abilities.
Frequency Percent Valid Percent Cumulative Percent

Strongly Agree 45 41 41 41
Agree 35 33 33 74
Undecided 5 5 5 79
Valid
Disagree 5 5 5 84
Strongly Disagree 20 16 16 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.

From the table 15 above, 45(41%) of the respondents strongly agreed that, too much managerial
control can hinder employees' creativity and problem-solving abilities, 35(33%) agreed, 5(5%)
undecided, 5(5%) disagreed and 20(16%) strongly disagreed. The breakdown analysis of the
respondents shows that, too much managerial control can hinder employees' creativity and
problem-solving abilities.

79
Table 16: Regular feedback from managers helps employees stay focused on their goals.

Frequency Percent Valid Percent Cumulative Percent

Strongly Agree 28 25 25 25
Agree 70 64 64 89
Undecided 7 6 6 95
Valid
Disagree 3 3 3 98
Strongly Disagree 2 2 2 100.0
Total 110 100.0 100.0

Source: Field Survey, 2024.

From the table 16 above, (28) 25% of the respondents strongly agreed, (70) 64% agreed, (7) 6%

undecided, (3) 3% disagreed and (2) 2% strongly disagreed. The breakdown analysis shows that

regular feedback from managers helps employees stay focused on their goals.

Table 17: There is no significant relationship between managerial control and

employee effectiveness.
Frequency Percent Valid Percent Cumulative Percent
Strongly Agree 10 9 9 9
Agree 5 5 5 14
Undecided 5 5 5 19
Valid
Disagree 70 64 64 83
Strongly Disagree 20 17 17 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.

From the table 17 above, 10 (9%) of the respondents strongly agreed, 5(5%) agreed, 5(5%)

undecided, 70(64%) disagreed and 20(17%) strongly disagreed. The breakdown analysis shows

that most respondents believed that, there is significant relationship between managerial control

and employee effectiveness.

80
 Table 18: Support from supervisors increases my motivation to perform well at work.
Frequency Percent Valid Percent Cumulative Percent
Strongly Agree 70 64 64 64
Agree 31 28 28 92
Undecided 4 4 4 96
Valid
Disagree 3 2 2 98
Strongly Disagree 2 2 2 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.

From the table 18 above, 70 (64%) of the respondents strongly agreed that support from
supervisors increases motivation to perform well at work, 31(28%) agreed, 4(4%) undecided,
3(2%) disagreed and 2(2%) strongly disagreed. The breakdown analysis shows that most
respondents believed that, support from supervisors increases their motivation to perform well at
work.

Table 19: Regular feedback from my supervisor helps me improve my work performance.
Frequency Percent Valid Percent Cumulative Percent
Strongly Agree 30 27 27 27
Agree 40 36 36 63
Undecided 20 19 19 82
Valid
Disagree 10 9 9 91
Strongly Disagree 10 9 9 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.

From the table 19 above, 30(27%) of the respondents strongly agreed that regular feedback from
supervisor helps improve their work performance , (40) 36% agreed, (20) 19% undecided, (10) 9%
disagreed and (10) 9% strongly disagreed. The breakdown analysis of the respondents shows that,
regular feedback from my supervisor helps me improve my work performance.

81
Table 20: My supervisor is approachable and available when I need assistance with
my tasks.
Frequency Percent Valid Percent Cumulative Percent
Strongly Agree 30 27 27 27
Agree 60 55 55 82
Undecided 3 3 3 85
Valid
Disagree 7 6 6 91
Strongly Disagree 10 9 9 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.
From the table 20 above, 30(27%) of the respondents strongly agreed that, their supervisor are
approachable and available when they need assistance with tasks, 60(55%) agreed, 3(3%)
undecided, 7(6%) disagreed and 10(9%) strongly disagreed. The breakdown analysis of the
respondents shows that, their supervisors are approachable and available when they need
assistance with tasks.

Table 21: Supervisor support contributes positively to my job satisfaction.

Frequency Percent Valid Percent Cumulative Percent

Strongly Agree 8 7 7 7
Agree 78 80 80 87
Undecided 4 3 3 90
Valid
Disagree 5 5 5 95
Strongly Disagree 5 5 5 100.0
Total 120 100.0 100.0
Source: Field Survey, 2024.

From the table 21 above, 8(7%) of the respondents strongly agreed that supervisor support

contributes positively to their job satisfaction, 78(80%) agreed, 4(3%) undecided, 5(5%) disagreed

and 5(5%) strongly disagreed. The breakdown analysis of the respondents shows that, supervisor

support contributes positively to their job satisfaction.

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Table 22: Supervisor support has no significant influence on employee effectiveness.
Frequency Percent Valid Percent Cumulative Percent
Strongly Agree 10 9 9 9
Agree 35 31 31 40
Undecided 5 5 5 45
Valid
Disagree 55 50 50 95
Strongly Disagree 5 5 5 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.
From the table 22 above, 10(9%) of the respondents strongly agreed that, supervisor support has

no significant influence on employee effectiveness, 35(31%) agreed, 5(5%) undecided, 55(50%)

disagreed and 5(5%) strongly disagreed. The breakdown analysis of the respondents shows that,

supervisor support has significant influence on employee effectiveness.

Table 23: Focusing on specific tasks helps me perform my job more efficiently.
Frequency Percent Valid Percent Cumulative Percent

Strongly Agree 35 32 32 32
Agree 45 42 42 74
Undecided 5 5 5 79
Valid
Disagree 5 5 5 84
Strongly Disagree 20 16 16 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.

From the table 23 above, 35(32%) of the respondents strongly agreed that focusing on specific

tasks helps perform job more efficiently, 45(42%) agreed, 5(5%) undecided, 5(5%) disagreed and

20(16%) strongly disagreed. The breakdown analysis of the respondents shows that, focusing on

specific tasks helps them perform their job more efficiently.

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Table 24: Clear task objectives contribute to higher productivity in my role.

Frequency Percent Valid Percent Cumulative Percent

Strongly Agree 40 36 36 36
Agree 30 28 28 64
Undecided 20 18 18 82
Valid
Disagree 10 9 9 91
Strongly Disagree 10 9 9 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.
From the table 24 above, 40(36%) of the respondents strongly agreed that, clear task objectives

contribute to higher productivity in their role, 30(28%) agreed, 20(18%) undecided, 10(9%)

disagreed and 10(9%) strongly disagreed. The breakdown analysis of the respondents shows that,

clear task objectives contribute to higher productivity in their role.

Table 25: When tasks are well-defined, I am more motivated to complete them effectively.
Frequency Percent Valid Percent Cumulative Percent

Strongly Agree 7 6 6 6
Agree 78 72 72 78
Undecided 4 4 4 82
Valid
Disagree 10 9 9 91
Strongly Disagree 10 9 9 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.

From the table 25 above, 7(6%) of the respondents strongly agreed that when tasks are well-
defined, they are more motivated to complete them effectively, 78(72%) agreed, 4(4%) undecided,
10(9%) disagreed and 10(9%) strongly disagreed. The breakdown analysis of the respondents
shows that, when tasks are well-defined, they are more motivated to complete them effectively.

84
Table 26: Task-oriented strategies improve my ability to meet deadlines and achieve
goals.
Frequency Percent Valid Percent Cumulative Percent
Strongly Agree 10 9 9 9
Agree 35 31 31 40
Undecided 5 5 5 45
Valid
Disagree 55 50 50 95
Strongly Disagree 5 5 5 100.0
Total 110 100.0 100.0
Source: Field Survey, 2024.
From the table 26 above, 10(9%) of the respondents strongly agreed that, task-oriented strategies
improve their ability to meet deadlines and achieve goals, 35(31%) agreed, 5(5%) undecided,
55(50%) disagreed and 5(5%) strongly disagreed. Since majority of the respondents disagreed, the
breakdown analysis of the respondents shows that, task-oriented strategies does not improve
ability to meet deadlines and achieve goals.
Table 27: There is no significant relationship between task orientation and employee
effectiveness.
Frequency Percent Valid Percent Cumulative Percent

Strongly Agree 20 18 18 18
Agree 5 5 5 23
Undecided 5 5 5 28
Valid
Disagree 45 43 43 71
Strongly Disagree 35 29 29 100.0
Total 120 100.0 100.0
Source: Field Survey, 2024.

From the table 27 above, 20(18%) of the respondents strongly agreed that there is no significant

relationship between task orientation and employee effectiveness, 5(58%) agreed, 5(5%)

undecided, 45(43%) disagreed and 35(29%) strongly disagreed. However, the breakdown analysis

of the respondents shows that, there is significant relationship between task orientation and

employee effectiveness.

85
 4.2 Test of Hypotheses

The stated hypotheses were tested using Statistical Package for Social Science (SPSS) version

20.0. The data collected were interpreted using pearson correlation and simple regression analysis.

Hypothesis 1: Innovation and change has no significant influence with employee effectiveness in

the hospitality industry.

Correlations
Innovation and change Employee
effectiveness
Pearson
1 101.177
Correlation
Innovation and change
Sig. (2-tailed) .002
N 101 110
Pearson
101.177 1
Correlation
Employee effectiveness
Sig. (2-tailed) .002
N 110 110
SPSS Computation (2024)

Dependent Variable:
Equation Model Summary Parameter Estimates

R Square F df1 df2 Sig. Constant b1

Linear .713 74.694 1 110 .000 -815233.204 410.482

a. Dependent Variable: Employee effectiveness.

86
T-TEST

One-Sample Test
Test Value = 194
T df Sig. (2- Mean 94% Confidence Interval of
tailed) Difference the Difference
Lower Upper
Innovation and
9.796 110 .000 7894.37969 6250.7437 9438.0157
change
Employee
effectiveness -35.255 110 .000 -52.54031 -55.5798 -49.5008

One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
Innovation and change 110 79.3797 45.83701 80.89614
Employee effectiveness 110 42.4597 8.43048 1.49031

From the table of values above, the relationship between innovation and change and employee

effectiveness is positive (101.177), indicating that decrease in innovation and change will lead to

decrease in employee effectiveness. The probability value is 0.002 which is less than 0.05, on this

ground, the null hypothesis which says innovation and change has no significant influence with

87
employee effectiveness in the hospitality industry is rejected and conclude that innovation and

change has significant influence with employee effectiveness in the hospitality industry.

Hypothesis 2: There is no significant relationship between managerial control and employee

effectiveness in the hospitality industry.

Table 4.2.2: Model Summary

Model R R Square Adjusted R Std. Error of

Square the Estimate

1 .147a .029 .05 1.142

a. Predictors: (Constant), managerial control

ANOVAa

Model Sum of Df Mean Square F Sig.

Squares
Regression 109.01 1 12.010 4.533 .014b
1 Residual 1.32 109 1.323
Total 120.33 110
a. Dependent Variable: employee effectiveness

b. Predictors: (Constant), managerial control

Coefficientsa
Model Unstandardized Coefficients Standardized T Sig.
Coefficients
B Std. Error Beta
(Constant) 1.1347 .143 5.326 .000
1 managerial -.115 88.070 -.147 -1.305 .011
control
a. Dependent Variable: employee effectiveness
The table above shows that there was a statistical positive relationship between managerial

control and employee effectiveness (F (1) = 4.533; R2 = 0.05; P <.05). This implies that there is a

significant relationship between managerial control and employee effectiveness. managerial

control (β = 0.228; t = 0.250; P<.05); was significantly independent predictor of employee

effectiveness. Therefore, the null hypothesis is rejected at 0.05 level of significance and

concluded that, there is significant relationship between managerial control and employee

effectiveness in the hospitality industry.

The significance value is important in interpretation, as seen in the table. The value should be less

than the study’s tolerable level of significance, which in this case is less than 0.05 for the

confidence interval. The null hypothesis is rejected based on the significant value. The null

hypothesis is rejected since the significance value is greater than 0.05. When a null hypothesis is

rejected, it indicates that there is a difference. If a null hypothesis is not rejected, it indicates that

there is no effect. There is significance change in managerial control and employee effectiveness

because of the sig. value is 0.014, which is less than the acceptable value of 0.05, with 0.000%

increase in the managerial control; employee effectiveness will decrease by 0.115% (B value). As

a result of the investigation, it revealed that there is significant relationship between managerial

control and employee effectiveness.

89
Hypothesis 3: Supervisor support has no significant influence on employee effectiveness in the

hospitality industry

Table 4.2.3: Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 .327a .242 .325 .780

a. Predictors: (Constant), supervisor support

ANOVAa
Model Sum of Df Mean Square F Sig.
Squares
Regression 45.247 1 84.247 45.000 .000b
1 Residual 65.111 50 .911
Total 110.358 61
a. Dependent Variable: employee effectiveness
b. Predictors: (Constant), supervisor support
Coefficientsa
Model Unstandardized Coefficients Standardized T Sig.
Coefficients
B Std. Error Beta
(Constant) -.342 .145 -2.101 .019
1 supervisor 1.007 .112 .325 6.566 .000
support
a. Dependent Variable: employee effectiveness

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The result shows that supervisor support is predictor of employee effectiveness (F (1) = 45.000; R2
= 0.35; P <.05), supervisor support (β = 1.007; t = 6.566; P<.05); was significantly independent
predictor of employee effectiveness. The significance value is important in interpretation, as seen
in the table. The value should be less than the study’s tolerable level of significance, which in this
case is less than 0.05. The null hypothesis is rejected or not rejected based on the significant value.
The null hypothesis is rejected if the significance is less than 0.05. The null hypothesis is not
rejected if the significance value is greater than 0.05. When a null hypothesis is rejected, it
indicates that there is a difference. If a null hypothesis is not rejected, it indicates that there is no
effect. As a result of the investigation, it revealed that supervisor support has a strong positive
correlation with employee effectiveness. The table above shows that, there was a positive
relationship between supervisor support and employee effectiveness. Therefore, the null
hypothesis at 0.05 level of significance is rejected, and concludes that, supervisor support has
significant influence on employee effectiveness in the hospitality industry.

Hypothesis 4: There is no significant relationship between task orientation and employee

effectiveness in the hospitality industry.

Table 4.2.4:Model Summary

Model R R Square Adjusted R Std. Error of

Square the Estimate

1 .981a .237 .287 .320

a. Predictors: (Constant), task orientation

ANOVAa

Model Sum of Df Mean Square F Sig.

Squares

1 Regression 72.01 1 32.01 55.000 .000b

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Coefficientsa

Model Unstandardized Coefficients Standardized T Sig.

Coefficients

B Std. Error Beta

(Constant) -.324 .132 -1.145 .011

1
task orientation 1.05 .85 .344 2.111 .000

a. Dependent Variable: employee effectiveness

Residual 38.221 50 0.652

Total 110.231 61

b. Predictors: (Constant), task orientation

The result shows that task orientation is predictor of employee effectiveness (F (1) = 55.000; R2 =

0.24; P <.05). The predictor variable explained the variance of employee effectiveness, task

orientation (β = 1.05; t = 2.111; P<.05); was significantly independent predictor of employee

effectiveness. The null hypothesis is rejected or not rejected based on the significant value. The

null hypothesis is rejected if the significance is less than 0.05. The null hypothesis is not rejected if

the significance value is greater than 0.05. When a null hypothesis is rejected, it indicates that

there is a difference. If a null hypothesis is not rejected, it indicates that there is no effect.

The table above shows that, there was a statistical positive relationship between task orientation

and employee effectiveness. Therefore, the null hypothesis at 0.05 level of significance is

rejected and concludes that, there is a significant relationship between task orientation and

employee effectiveness. As a result of the investigation, it revealed that task orientation have a

strong positive correlation with employee effectiveness.

92
4.3 Discussion of Findings

In the test of hypothesis one, the pearson correlation and simple regression method was applied to

establish whether there is significant relationship between Innovation and change and employee

effectiveness. From the Statistical Package for Social Science (SPSS) analysis, we have a

correlation coefficient value of 0.981, with significance value of 0.33, which is less than the level

of significant at 0.05. Therefore, the null hypothesis at 0.05 level of significance is rejected and it

was concluded that innovation and change has significant influence with employee effectiveness

in the hospitality industry. These findings concurred with argument by Manizu (2020) that

innovative practices, such as technology adoption and creative problem-solving approaches, can

lead to increased employee morale and productivity. However, if innovation is poorly managed, it

may create resistance or stress among employees. Findings from various studies often reject this

hypothesis, emphasizing that fostering an environment that embraces innovation positively

impacts employee performance, motivation, and adaptability.

The result obtained from testing hypothesis two after applying Statistical Package for Social

Science (SPSS) statistical tool to determine whether there is significant relationship between

managerial control and employee effectiveness. The SPSS showed that there is significant

relationship between managerial control and employee effectiveness since correlation coefficient

value of 0.250, with significant value of .001, which is less than the level of significance at 0.05.

Therefore, the null hypothesis at 0.05 was rejected and it was concluded that there is significant

relationship between managerial control and employee effectiveness. These findings concurred

with Phan (2021) and Macinati (2021) who discovered that managerial control, when implemented

with a balance of autonomy and guidance, can enhance employee effectiveness. Overly rigid

93
control can stifle creativity and lead to burnout, while too little control might result in a lack of

direction. Vivian (2021) also argued that moderate control, where employees are given clear

expectations but enough flexibility, tends to lead to higher effectiveness, especially in customer-

facing roles in hospitality.

The result obtained from testing hypothesis three after applying the Statistical Package for Social

Science (SPSS) statistical tool to determine whether supervisor support has significant influence

on employee effectiveness in the hospitality industry. The SPSS showed that there is significant

relationship between supervisor support and employee effectiveness since correlation coefficient

value of 0.35, with significant value of .001, which is less than the level of significance at 0.05.

Therefore, the null hypothesis at 0.05 was rejected and it was concluded that there is a strong

significant relationship between supervisor support and employee effectiveness. This is in line

with the words of Bass & Avolio, (2020) that supervisor support is typically identified as a

major factor influencing employee effectiveness. Positive supervisory support through mentoring,

communication, and emotional backing can boost employees' job satisfaction, reduce turnover,

and increase their engagement and effectiveness. This hypothesis is frequently rejected in

research, with findings demonstrating that strong, supportive supervisors are integral to employee

performance, especially in high-pressure environments like hospitality, where teamwork and direct

customer interaction are key.

In the test of hypothesis four, the Statistical Package for Social Science (SPSS) statistical tool was

applied to establish whether there is no significant relationship between task orientation and

employee effectiveness in the hospitality industry. From the SPSS analysis we have a correlation

coefficient value of 0.24, with significance value of .003, which is less than the level of

significant at 0.05. Therefore, the null hypothesis at 0.05 was rejected and it was concluded that

there is significant relationship between task orientation and employee effectiveness. These results

94
were consistent with suggestions by Khan (2022) who agreed that, where customer satisfaction is

paramount, a clear task orientation is often correlated with high employee effectiveness.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Summary

The study explores the relationship between organizational climate and employee effectiveness in

the hospitality industry, focusing on four key dimensions: innovation and change, managerial

control, supervisor support, and task orientation. Findings highlight that each dimension

significantly impacts employee performance, contradicting the null hypotheses initially proposed.

Findings in hypothesis one revealed that, fostering an environment of innovation is critical to

employee effectiveness in the hospitality sector, a dynamic industry shaped by evolving customer

preferences, trends, and technology. Organizations that embrace change, introduce new services,

and integrate technological advancements see higher employee motivation, productivity, and

adaptability. Conversely, resistance to change hampers morale and performance. The null

hypothesis (Ho1) is rejected, affirming that innovation and change significantly influence

employee effectiveness.

In hypothesis two, findings revealed that, balanced managerial control emerges as essential for

employee effectiveness. Providing clear guidelines without micromanaging allows employees

autonomy to handle customer interactions and make swift decisions, enhancing creativity and

responsiveness. However, excessive control stifles flexibility, while insufficient oversight leads to

confusion and diminished accountability. The null hypothesis (Ho2) is rejected, establishing that

flexible and clear managerial control positively impacts employee performance.

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Support from supervisors whether emotional, technical, or operational plays a pivotal role in

enhancing employee performance. In the high-stress hospitality environment, approachable

supervisors who provide constructive feedback and mentorship foster trust, collaboration, and

motivation. This reduces turnover rates and improves job satisfaction and engagement. The null

hypothesis (Ho3) is rejected, confirming that supervisor support significantly influences employee

effectiveness.

Clear roles, responsibilities, and goal-focused processes are vital for employee productivity. Task-

oriented environments streamline operations, reduce errors, and enhance service quality and speed,

which are crucial in the hospitality sector. Employees perform better in structured settings with

well-defined performance standards. The null hypothesis (Ho4) is rejected, demonstrating that task

orientation has a significant positive effect on employee effectiveness.

The findings underscore that organizational climate is a critical determinant of employee

effectiveness in the hospitality industry. Optimizing innovation, managerial control, supervisor

support, and task orientation enhances employee performance, customer satisfaction, and overall

business success.

5.2 Conclusion

Following the data analysis and hypotheses tested, it is concluded that, the study on the impact of

organizational climate on employee effectiveness in the hospitality industry demonstrates that key

elements such as innovation and change, managerial control, supervisor support, and task

orientation significantly influence how effectively employees perform their duties. Findings in

hypothesis one revealed and it is concluded that, innovation and change encourage adaptability

and continuous improvement, boosting employee motivation and effectiveness in a dynamic,

96
customer-driven industry. As a result of the findings in hypothesis two also, it can be concluded

that, managerial control, when balanced with autonomy, provides necessary guidance and

structure while allowing employees the flexibility needed to deliver quality service and make

decisions independently. In hypothesis three, it is concluded that, supervisor support is critical in

maintaining employee morale, reducing stress, and fostering a collaborative work environment,

leading to better job satisfaction and improved performance while findings in hypothesis four

revealed and it is concluded that task orientation, with its emphasis on clear goals and

responsibilities, ensures operational efficiency and enhances employee productivity, contributing

to better customer service and organizational outcomes.

In light of these findings, it is clear that organizational climate plays a pivotal role in shaping

employee effectiveness in the hospitality sector. Organizations that invest in fostering a positive

climate one that embraces innovation, offers appropriate managerial oversight, provides strong

supervisory support, and emphasizes task orientation are more likely to achieve higher employee

performance and overall success in a highly competitive industry. Therefore, hospitality

organizations should focus on refining these dimensions of their organizational climate to optimize

both employee and organizational performance.

5.3 Recommendations

Based on the findings of the study on the impact of organizational climate on employee

effectiveness in the hospitality industry, the following recommendations are provided to improve

employee performance and overall organizational success:

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 1. Hospitality organizations should foster a culture of innovation by encouraging employees

to contribute ideas and implementing a reward system for innovative contributions,

provide regular training programs to equip employees with the skills needed to adapt to

new technologies and operational changes and develop a feedback mechanism where

employees can openly share their experiences and suggestions regarding implemented

changes to ensure continuous improvement.

2. Management of the organization should adopt a balanced approach to control, ensuring

that guidelines and policies are clear yet flexible enough to allow employee autonomy

while regular performance reviews should focus on collaborative goal-setting rather than

punitive measures.

3. Supervisors should engage in active listening and demonstrate empathy toward employee

concerns to build a supportive work environment, implement mentorship and coaching

programs where supervisors guide employees in skill development and career progression

and encourage supervisors to provide constructive feedback and recognition regularly to

motivate employees and enhance their commitment.

4. Management of the organization should clearly define roles, responsibilities, and

performance expectations for all employees to ensure alignment with organizational goals

and regularly assess task workloads to prevent burnout, ensuring a balance between

organizational demands and employee well-being.

5.4 Contribution to Knowledge

This study makes significant contributions to the understanding of how organizational climate

influences employee effectiveness in the hospitality industry. The study provides empirical

insights into the specific dimensions of organizational climate, innovation and change, managerial

98
control, supervisor support, and task orientation that directly impact employee effectiveness. It

highlights the critical role each factor plays, offering a clearer understanding of how these

elements interact to shape performance outcomes in a highly competitive service industry.

Another, contribution was that conceptual model which enlightened the strength of each of the

variables with factor affecting for organizational climate being the strongest.

This research adds to the body of knowledge by demonstrating the direct positive relationship

between task orientation and employee effectiveness, specifically in the hospitality industry,

where clear roles and goal setting are crucial for maintaining high levels of customer service and

operational efficiency.

5.5 Limitation of the Study

There are many factors that act as constraints to the effort of the researcher in the course of this

project work; most prominent of these factors are:

i. Time factor: The research work is a big task and as such requires time and energy. The

time frame allocated to the study does not enhance wide coverage as the researcher has to

combine other academic activities and examinations with the study. Researcher had to re-

strategize activities with better time management to overcome this obstacle.

ii. Lack of fund: This involves the cost incurred in conducting this project in terms of surfing

internet, gathering materials and printing of materials which is very high. However,

financial support from family and friends, leveraging open-access resources, and using

cost-effective printing solutions alleviate funding issues.

iii. Lack of availability of reliable data: Due to privacy concerns and a lack of willingness to

disclose information, some respondents restricted access to critical institutional data,

99
 affecting the comprehensiveness of the research. Researcher therefore builds trust with

respondents through clear communication of research objectives and assurances of

confidentiality.

iv. Inadequate Internet Information: Inadequate online resources and incomplete references on

visited websites hampered access to quality information. The researcher, however,

expanded the scope of research to include libraries, archives, and academic databases while

using search techniques which enhance access to relevant materials.

5.6 Suggestion for Further Studies

Future studies could explore the relationship between organizational climate and employee

effectiveness across different regions or countries. Expanding the research to include global or

regional comparisons would offer more diverse insights into how cultural and economic factors

influence organizational climate in the hospitality industry. By pursuing these suggestions, future

studies can deepen the understanding of organizational climate and its far-reaching impacts on

employee effectiveness, providing managers with the tools they need to continuously improve

their organizational practices.

100
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 APPENDIX

Business Administration & Management,

School of Business and Management Studies,
The Federal Polytechnic,
P.M.B 231 Ede,
Osun State.
October, 2024.

Dear Respondent,

QUESTIONNAIRE ON ORGANIZATIONAL CLIMATE ON EMPLOYEE

EFFECTIVENESS IN THE HOSPITALITY INDUSTRY

I am undertaking a research on “Organizational Climate on Employee Effectiveness in the

Hospitality Industry”. Below are some questions designed to collect necessary data on the

research topic. I would be glad if you could please provide the information as appropriate.

The research project is part of the requirements for the academic pursuit for the award of Higher

National Diploma (HND) in the Business Administration and Management of the above

institution. Therefore, you are requested to kindly give honest responses and answer the questions

to the best of your ability and knowledge. All information given will be treated with utmost

confidentiality. Thanks for your co-operation.

Yours faithfully,

Olaoye Ayomide Grace

Researcher.

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SECTION A: (DEMOGRAPHIC INFORMATION)

Instruction: Tick (√) in the appropriate box to indicate your response where necessary.

1. Gender: Male ( ) Female ( )

2. Age: 15-25 years ( ) 26-35 years ( ) 36 years and above ( )
3. Academic Qualification: SSCE ( ) N.D/NCE ( ) [Link]/HND ( ) [Link]/MBA ( ) Others ( )
4. Marital Status: Single ( ) Married ( ) Divorced ( ) Others ( )
5. Work experience: Below 5 years ( ) 6 – 10 years ( ) 11 – 15 years ( ) 16 years above ( )
6. Organization: ABM hotel limited ( ) Ideal hotel and bar ( ) and Dove Atlantic’s Cottage ( )

SECTION B: (DESCRIPTIVE DATA ANALYSIS)

Instruction: (Tick in the appropriate box)
Keys: SA Strongly Agree
A Agree
U Undecided
D Disagree
SD Strongly Disagreed

S/NO Influence of innovation and change on employee SA A U D SD

effectiveness
1. Innovation within an organization leads to increased employee
motivation.
2. I am more productive when I am involved in the innovation
process.
3. The introduction of new technologies enhances employees'
effectiveness in their roles.
4. Training related to new innovations is sufficient to help me
adapt effectively.
5. Innovation and change has no significant influence with
employee effectiveness

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 S/NO Influence of managerial control on employee effectiveness SA A U D SD

6. Clear guidelines from management help me perform my tasks

more effectively.
7. Frequent supervision by managers improves my performance.

8. Too much managerial control can hinder employees' creativity

and problem-solving abilities.
9. Regular feedback from managers helps employees stay
focused on their goals.
10. There is no significant relationship between managerial control
and employee effectiveness

S/NO Influence of supervisor support on employee effectiveness SA A U D SD

11. Support from supervisors increases my motivation to perform

well at work.
12. Regular feedback from my supervisor helps me improve my
work performance.
13. My supervisor is approachable and available when I need
assistance with my tasks.
14. Supervisor support contributes positively to my job
satisfaction.
15. Supervisor support has no significant influence on employee
effectiveness

S/NO Influence of task orientation on employee effectiveness SA A U D SD

16. Focusing on specific tasks helps me perform my job more

efficiently.
17. Clear task objectives contribute to higher productivity in my
role.
18. When tasks are well-defined, I am more motivated to
complete them effectively.
19. Task-oriented strategies improve my ability to meet deadlines
and achieve goals.
20. There is no significant relationship between task orientation
and employee effectiveness

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