The Impact of Hotel Organizational Culture on Employees’ Service Orientation, Job Satisfaction, and Customer Orientation

This study examines the organizational culture of hotel companies and its structural impact on hotel employees' service orientation, job satisfaction, and customer orientation. To achieve this, data were collected using a convenience sampling method from employees of five-star hotels in Seoul. For data analysis, statistical package programs SPSS ver. 28.0 and AMOS ver. 28.0 were used, and various analyses, including frequency analysis, exploratory factor analysis, confirmatory factor analyses, reliability and validity analysis, correlation analysis, and structural model analysis for hypothesis testing, were conducted. The results of the hypothesis testing indicate that the sub-factors of hotel organizational culture-relation-oriented culture, innovation-oriented culture, hierarchy-oriented culture, and task-oriented culture-have a significant positive impact on service orientation. This suggests that organizational culture does not function as an isolated sub-component but rather operates comprehensively to contribute positively to service orientation. Furthermore, hotel employees' service orientation positively contributed to their job satisfaction and also fostered a stronger customer orientation. In other words, as hotel employees' service orientation increases, their job satisfaction improves, which in turn positively impacts customer orientation. The findings highlight that fostering a strong organizational culture within hotel companies can enhance employees' service orientation, leading to increased job satisfaction and customer orientation. Ultimately, this contributes to higher customer satisfaction in the hotel industry.