Workplace Arrogance and Its Impact on the Organizational Performance in the Hospitality Industry

Workplace Arrogance and Its Impact on the Organizational Performance in the Hospitality Industry

DOI: 10.4018/978-1-5225-5525-4.ch002

Abstract

The aim of this chapter is to test empirically the fundamental hypothesis highlighting the relationship between “workplace arrogance” and “organizational performance.” The results of this study undertaken in the Tunisian hotel industry validate 2 hypotheses out of 30 and reach crucial findings: (1) workplace arrogance is a multidimensional variable (6 dimensions) and its dimensions are unidimensional; (2) workplace arrogance has a significant and negative impact on organizational performance measured by two dimensions: the customer satisfaction and the quality of service; and (3) workplace arrogance has a significant and positive impact on organizational performance measured by two dimensions: quality of service and financial performance. These findings could be considered as a theoretical contribution never been discovered before.
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Introduction

As the authors have noted previously (see chapter 1), research on workplace arrogance are very scarce, especially the link between it and organizational performance. To cope with this research scarcity and in order to explore and explain the relationship between workplace arrogance and organizational performance, the authors have undertaken an empirical study to explore this relationship in the Tunisian hotel industry. The findings of this research were unexpected and first time discovered, such as the study of the dimensionality of the workplace arrogance.

This chapter is devoted to the presentation of the research methodology, its results, the discussion of the research methodology and the presentation of contributions, limitations and future research trajectories.

Research Model and Hypotheses

Knowing that the organizational performance is a multidimensional concept, the authors have chosen five dimensions to measure it: Customer satisfaction, Employee satisfaction, Financial Performance, Innovation, and Quality of service. Thus, the research model and the underlying hypotheses are the following (see Figure 1).

Figure 1.

Initial conceptual model and hypotheses

978-1-5225-5525-4.ch002.f01

It can be deduced from the above conceptual model that workplace arrogance has a significant and negative impact on the dimensions of organizational performance. So:

  • H1: Workplace arrogance has a significant and negative impact on financial performance.

  • H2: Workplace arrogance has a significant and negative impact on customer satisfaction.

  • H3: Workplace arrogance has a significant and negative impact on employee satisfaction.

  • H4: Workplace arrogance has a significant and negative impact on quality of service.

  • H5: Workplace arrogance has a significant and negative impact on innovation.

To verify this set of hypotheses, the authors have followed the following method.

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