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The commitment of chefs within 4-5 star hotels from a cultural perspective of organization and occupation

By Derek Cameron, Julie Gore, Terry Desombre and Mike Riley


As part of a series of work in progress papers, this study is now at the stage of conducting a pilot questionnaire that seeks to explore the level of commitment chefs are prepared to give to their occupation and/or organization. Briefly, the previous papers presented at CHME explored organization culture within the domain of cultural anthropology and sociology (Cameron et al 1999). The study by way of an in-depth literature review focused on culture and identity relationships. In addition, this research included the pressures and effect organization climate has on differing organizational sub-cultures. For example, from a management perspective, organization climate aims to moderate work perceptions and norms so that organizations are better placed to serve an adaptive society (Cameron et al 2000). The difficulty however, can arise with the inability of climate to either cope with, or recognise the restraining role cultural values have on sustaining long-term change criteria. To elaborate, Verbeke et al (1998) recorded category frequencies between the definitions of culture and climate from a sample of articles and books from 1960-93. In the Verbeke et al paper it was noticed that all 32 sampled definitions of ‘organization climate’ failed to recognise the importance of cultural values but, instead, provided category descriptors that imply ‘what is to be learned’. This goes some way to support Denison’s (1996) view that organization culture and organization climate share the same phenomenon but not necessarily the same methodology. Notwithstanding, Denison (1996) suggests that there still exist contentious issues as to the labelling of some previous research methodologies with respect to whether it pertains to culture or climate

Topics: GV, HD
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