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Organizational Climate, Perceived Customer Satisfaction, and Revenue per Available Room in Four- and Five-Star Australian Hotels

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Organizational climate, customer satisfaction (as rated by employees), and revenue per available room (REVPAR) were investigated using 1401 employees of 14 hotels. Twenty-two percent of the variance in customer satisfaction between hotels was explained by differences in global organizational climate. Strong support was found for a model proposing seven dimensions of organizational climate to significantly affect customer satisfaction that would, in turn, significantly affect REVPAR. The dimensions of organizational climate explained 30% of the variance in customer satisfaction between hotels, and 23% of the variance in REVPAR between hotels was explained by customer satisfaction. It is argued that should employee perceptions not provide a valid measure of customer satisfaction, and are simply the result of employees in better organizational climates rating customer satisfaction more highly, one must still conclude 23% of the variation in REVPAR between hotels to be the result of variation in organizational climate.
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Keywords: Custome; Hotels; Key words: Organizational climate

Document Type: Research Article

Affiliations: 1: *The Lester E. Kabacoff School of Hotel, Restaurant & Tourism Administration, University of New Orleans, New Orleans, LA 2: †School of Tourism and Hotel Management, Griffith University, Australia 3: ‡Faculty of Commerce and Management, Griffith University, Australia

Publication date: 01 February 2001

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  • The aim of Tourism Analysis is to promote a forum for practitioners and academicians in the fields of Leisure, Recreation, Tourism, and Hospitality (LRTH). As a interdisciplinary journal, it is an appropriate outlet for articles, research notes, and computer software packages designed to be of interest, concern, and of applied value to its audience of professionals, scholars, and students of LRTH programs the world over.
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