Abstract
This manuscript, through a pilot field research in Athenian hotels, seeks to weigh the novel ReSCulture (Rewards Systems Culture) questionnaire, which measures the impact of specific elements of employee rewards systems on cultural change processes in hotels. The manuscript will begin by presenting and briefly analyzing a series of central theoretical issues upon organizational culture change and rewards systems. The conceptual synthesis and grouping of those issues led to the emergence of eleven complex and specialized hypotheses which are examined through the one hundred eleven variables/items of the ReSCulture questionnaire. Τhe pilot nature of the research led to the adoption of descriptive statistical analysis of the data gathered through the “convenient sampling” method of a restricted number of participants. However, the methodological value of the article is to weight and enhance the reliability of the ReSCulture questionnaire. It was found that the pilot ReSCulture questionnaire was difficult to completing. Specific elements of the questionnaire were considered as very or less important/useful in achieving the research objectives. Indicators-precursors of the results of the later-main research was also formulated. This paper contributes to the development and the improvement of the novel ReSCulture questionnaire suitable for exploratory and confirmatory factor analysis. The main near future research is expected to provide useful measurement scales that can be adopted in other scientific research and equip hotel executives with a detailed guide of specific and specialized elements/variables of a rewards system that can strengthen or obstruct organizational culture change.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsReferences
Almqvist, R., & Skoog, M. (2006). Management control transformations: Change mechanisms and their constant impact on management control systems. Journal of Human Resource Costing and Accounting, 10(3), 132–154. https://doi.org/10.1108/14013380610718601
Armstrong, M., Brown, D., & Reilly, P. (2011). Increasing the effectiveness of reward management: An evidence-based approach. Employee Relations, 33(2), 106–120. https://doi.org/10.1108/01425451111096668
Arnold, M. (2010). Stakeholder dialogues for sustaining cultural change. International Studies of Management and Organization, 40(3), 61–77. https://doi.org/10.2753/IMO0020-8825400304
Bavik, A. (2016). Identification of organizational culture in the hospitality industry. In M. Kozak & N. Kozak (Eds.), Tourism and hospitality management (pp. 197–210). Bingley: Emerald Group.
Bridges, W. (1986). Managing organizational transitions. Organizational Dynamics, 15(1), 24–33. https://doi.org/10.1016/0090-2616(86)90023-9
Brown, D. (2014). The future of reward management: From total reward strategies to smart rewards. Compensation and benefits review, 46(3), 147–151. https://doi.org/10.1177/0886368714549303
Burke, W. W., & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of Management, 18(3), 523–545. https://doi.org/10.1177/014920639201800306
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. London: Kogan Page.
Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. Hoboken, NJ: Wiley.
Carlström, E. D. (2012). Strategies for change: Adaptation to new accounting conditions. Journal of Accounting and Organizational Change, 8(1), 41–61. https://doi.org/10.1108/18325911211205739
Caudill, H. L., & Porter, C. D. (2014). An historical perspective of reward systems: Lessons learned from the scientific management era. International Journal of Human Resource Studies, 4(4), 127–147. https://doi.org/10.5296/ijhrs.v4i4.6605
Datta, P. (2012). An applied organizational rewards distribution system. Management Decision, 50(3), 479–501. https://doi.org/10.1108/00251741211216241
Fisher, C. D. (2010). Happiness at work. International Journal of Management Reviews, 12(4), 384–412. https://doi.org/10.1111/j.1468-2370.2009.00270.x
Hall-Ellis, D. S. (2014). Reward systems promote high-performance work teams achieving library mission. The Bottom Line, 27(2), 66–69. https://doi.org/10.1108/BL-04-2014-0011
Hill, F. M., & Collins, L. K. (2000). A descriptive and analytical model of organisational transformation. International Journal of Quality and Reliability Management, 17(9), 966–983. https://doi.org/10.1108/02656710010353876
Hinings, C. R., & Malhotra, N. (2008). Change in institutional fields. In A. Ebner & N. Beck (Eds.), The institutions of the market: Organizations social systems, and governance (pp. 106–131). Oxford: Oxford university press.
Kakarougkas, C., & Stavrinoudis, T. (2016). Obstacles to changing organizational culture. Paper presented to the 13th Student Conference of Administrative Science and Technology, Economic University of Athens, viewed 01 February 2019. Retrieved from https://fsdet.dmst.aueb.gr/wp-content/uploads/2016/05/paper25.pdf
Kotter, J. P. (2012). Leading change: With a new preface by the author. New York: Harvard Business Review Press.
Lewin, K. (1948). Group decision and social change. Readings in Social Psychology, 3(4), 197–211. https://doi.org/10.2307/2571899
Lozano, R. (2012). Orchestrating organisational changes for corporate sustainability. Greener Management International, 57, 43–64. Retrieved from https://www.jstor.org/stable/pdf/greemanainte.57.43.pdf?seq=1#page_scan_tab_contents
Marks, M. L., & Mirvis, P. H. (2011). A framework for the human resources role in managing culture in mergers and acquisitions. Human Resource Management, 50(6), 859–877. https://doi.org/10.1002/hrm.20445
Milkovich, G. T., Newman, J. M., & Gerhart, B. (2011). Compensation (10th ed.). New York: McGraw-Hill.
Newman, J. (2012). An organisational change management framework for sustainability. Greener Management International, 57(05), 65–75. Retrieved from https://www.jstor.org/stable/greemanainte.57.65?seq=1#page_scan_tab_contents
Stavrinoudis, T., & Kakarougkas, C. (2017a). A theoretical model of weighting and evaluating the elements defining the change of organizational culture. In V. Katsoni, A. Upadhya, & A. Stratigea (Eds.), Tourism, culture and heritage in a smart economy (pp. 221–237). Heidelberg: Springer.
Stavrinoudis, T., & Kakarougkas, C. (2017b). Towards an innovative classification-grouping of variables that compose organizational culture. Tourism Research Institute, 17(1), 7–25. Retrieved from http://jotr.eu/images/T151617PDF/V17.pdf#page=7
Stavrinoudis, T., & Kakarougkas, C. (2017c). Factors of human motivation in organizations: A first scientific modeling for a more effective application in the hospitality industry. International Journal of Cultural and Digital Tourism, 2241–9705.
Stavrinoudis, T., & Kakarougkas, C. (2018). The synthesis of the variables formulates rewards system culture (ReSCulture). Paper presented to the 5th International Conference Exploring Smart Tourism: The Cultural and Sustainability Synergies. Athens: IACuDiT.
Tufail, M. S., Muneer, S., & Manzoor, M. (2017). How organizational rewards and organizational justice affect the organizational citizenship behavior and counterproductive work behavior: Analysis of Pakistan service industries. City University Research Journal, 171–182.
von Gilsa, L., & Zapf, D. (2013). Motives for emotion regulation in service work. In P. L. Perrewé, C. C. Rosen, & J. R. B. Halbesleben (Eds.), The role of emotion and emotion regulation in job stress and wellbeing (pp. 133–161). Bingley: Emerald Group.
Weick, K. E. (2011). Reflections: Change agents as change poets–on reconnecting flux and hunches. Journal of Change Management, 11(1), 7–20. https://doi.org/10.1080/14697017.2011.548937
Whitney, D., & Cooperrider, D. (2011). Appreciative inquiry: A positive revolution in change. ReadHowYouWant.com.
Yahyagil, M. Y. (2015). Constructing a typology of culture in organizational behavior. International Journal of Organizational Analysis, 23(4), 506–527. https://doi.org/10.1108/IJOA-03-2013-0650
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2020 Springer Nature Switzerland AG
About this paper
Cite this paper
Kakarougkas, C., Stavrinoudis, T., Maroudas, L. (2020). Weighting the ReSCulture Questionnaire: The Impact of Rewards Systems in Hotels’ Cultural Change Processes. In: Katsoni, V., Spyriadis, T. (eds) Cultural and Tourism Innovation in the Digital Era. Springer Proceedings in Business and Economics. Springer, Cham. https://doi.org/10.1007/978-3-030-36342-0_42
Download citation
DOI: https://doi.org/10.1007/978-3-030-36342-0_42
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-36341-3
Online ISBN: 978-3-030-36342-0
eBook Packages: Literature, Cultural and Media StudiesLiterature, Cultural and Media Studies (R0)