The role of organizational culture on the relationship between person-organization fit and organizational alienation in hotel businesses

Human resources are of great importance to provide competitive advantage in tourism which is a labour-intensive industry. It is seen that the level of organizational commitment of the individuals who have similar values with the organization they work for and who can fulfill the roles and duties they undertake and who can meet all their needs in return increases. Their level of alienation is also observed to decrease. Population of the study, which purposes to reveal whether organizational culture has any impact on the relationship between the employees' perception of person-organization fit and their level of organizational alienation or not, constitutes 4- and 5-star hotels in service in the central district of Izmir province. The total number of employee were determined as 808 in the study, done in 10 hotels, 3 of which were 5-star hotels and 7 of which were 4-star hotels. 326 questionnaire forms were returned. According to the results obtained in the context of research model and hypotheses, it was seen that hotel businesses had two types of organizational culture such as hierarchy and clan culture. In hotel businesses with hierarchical cultures, it was seen that there was a positive but moderate relationship between the employees' perception of person-organization fit and their level of organizational alienation. However, no relationship was found between value congruence, demands and abilities fit, needs and supplies fit, the subdimensions of person-organization fit and meaninglessness, the subdimension of organizational alienation. In hotel businesses with clan cultures, it was seen that there was a positive but moderate relationship between the employees' perception of person-organization fit and their level of organizational alienation. However, no relationship was found between value congruence, demands and abilities fit, needs and supplies fit, the subdimensions of person-organization fit and meaninglessness, the subdimension of organizational alienation as in the hotel businesses with hierarchical cultures. According to the analysis made for the purpose of examining the moderating role of organizational culture on the relationship between person-organization fit and organizational alienation, it is seen that there is no moderating role of organizational culture on the relationship between the employees' perception of person-organization fit and their level of organizational alienation in hotel businesses with hierarchical cultures. However, there is moderating role of organizational culture on the relationship between person-organization fit and powerlessness, the subdimension of organizational alienation. As a result of t test and bivariate analysis of variance (ANOVA) which was made in order to determine whether employees' perception of person-organization fit and organizational alienation levels vary across demographic variables or not, it was seen that the employees' perception of person-organization fit (needs-supplies fit) vary across position and their level of organizational alienation also vary across position (powerlessness and self-estrangement), department (powerlessness, self-estrangement and isolation) and educational level (powerlessness) in hotels with hierarchical cultures. The levels of organizational alienation do not vary across demographic variables in hotels with clan cultures. However, the perceptions of person-organization fit vary across age (demands-abilities fit) and tenure in the position (needs-supplies fit). Keywords: Organizational Culture, Person-Organization Fit, Organizational Alienation, Hotel Businesses.