<p>This thesis is conducted in the context of the hotel industry. Every year, the hotel investigated in this thesis completes a job satisfaction survey. The survey is built upon several facets from which an overall job satisfaction is derived. The problem is that the survey has through time shown poor results, especially with facets concerning management. When those facets were summed up with other facets, it had a strong negative influence on the overall job satisfaction at Hotel X. Scarpello and Campbell (1983) argue that all facets may not directly influence overall job satisfaction, and as a consequence the sum of several facets might contribute to misleading conclusions.</p><p>The purpose of this thesis is to investigate how managerial processes influence employees’ overall job satisfaction at Hotel X. By managerial processes is meant what managers do or is perceived by employees to do. The thesis investigates job satisfaction at both an overall and a facet level. Questions on which facets that influence overall job satisfaction, as well as whether managerial processes have a direct or indirect influence on overall job satisfac-tion are answered.</p><p>In order to fulfil our purpose multiple sources of evidence were used. Surveys made by the hotel were used as secondary data. The primary data consisted of qualitative observations and indepth interviews with employees. The facets investigated were; Job Contents, Equip-ment, Salary, Rewards, Benefits, Conditions of Employment, Personal Development, Co-workers, Immediate Management and Top Management. The managerial processes dealt with were organisational structure, managerial style and communication.</p><p>The company survey of 2005 and the results from qualitative data corresponded well. Job Contents, Conditions of Employment, Personal Development, Co-workers, Immediate Management and Top Management all influenced overall job satisfaction. However, there were no indications found that Equipment, Salary, Rewards and Benefits influenced overall job satisfaction. Managerial processes were significant for all facets, except for Salary. Top Management and Immediate Management were the only facets with a direct connection between managerial processes and overall job satisfaction. Communication was found to be the process which influence job satisfaction the most. It turned out to influence all the facets that were either directly or in-directly linked to overall job satisfaction.</p>

This thesis is conducted in the context of the hotel industry. Every year, the hotel investigated in this thesis completes a job satisfaction survey. The survey is built upon several facets from which an overall job satisfaction is derived. The problem is that the survey has through time shown poor results, especially with facets concerning management. When those facets were summed up with other facets, it had a strong negative influence on the overall job satisfaction at Hotel X. Scarpello and Campbell (1983) argue that all facets may not directly influence overall job satisfaction, and as a consequence the sum of several facets might contribute to misleading conclusions. The purpose of this thesis is to investigate how managerial processes influence employees’ overall job satisfaction at Hotel X. By managerial processes is meant what managers do or is perceived by employees to do. The thesis investigates job satisfaction at both an overall and a facet level. Questions on which facets that influence overall job satisfaction, as well as whether managerial processes have a direct or indirect influence on overall job satisfac-tion are answered. In order to fulfil our purpose multiple sources of evidence were used. Surveys made by the hotel were used as secondary data. The primary data consisted of qualitative observations and indepth interviews with employees. The facets investigated were; Job Contents, Equip-ment, Salary, Rewards, Benefits, Conditions of Employment, Personal Development, Co-workers, Immediate Management and Top Management. The managerial processes dealt with were organisational structure, managerial style and communication. The company survey of 2005 and the results from qualitative data corresponded well. Job Contents, Conditions of Employment, Personal Development, Co-workers, Immediate Management and Top Management all influenced overall job satisfaction. However, there were no indications found that Equipment, Salary, Rewards and Benefits influenced overall job satisfaction. Managerial processes were significant for all facets, except for Salary. Top Management and Immediate Management were the only facets with a direct connection between managerial processes and overall job satisfaction. Communication was found to be the process which influence job satisfaction the most. It turned out to influence all the facets that were either directly or in-directly linked to overall job satisfaction.

In the last three decades, strategic management scholars have explored the organization’s need to reconfigure its capabilities to leverage opportunities in a changing environment. The first objective of this study was to identify the underlying elements of the managerial processes of dynamic capabilities, and to offer a reconceptualization of the dynamic capabilities construct. The second objective of this investigation was to determine how the reconceptualized dynamic capabilities construct could influence the alignment of ordinary capabilities. Findings from this investigation indicate that organizational processes and managerial processes are unique components of dynamic capabilities. In addition, these organizational processes were found to be significantly and positively correlated with the alignment of ordinary capabilities. Furthermore, managerial processes were found to moderate the relationship between organizational processes and one type of ordinary capability alignment (i.e. innovation-operations capability alignment). Taken together, the findings of this study support the notion that dynamic capabilities are context specific, and that understanding how they influence the organization’s ability to change is complex. The developments and findings in this study offer a reconceptualized and empirically tested framework for the capability alignment process, thereby providing a more comprehensive picture of the underlying processes.

Made available in DSpace on 2016-08-02T21:42:48Z (GMT). No. of bitstreams: 1 LUCERGIO CINACHI.pdf: 372892 bytes, checksum: 6e7038058d0a6d16a067c46d4b8739f2 (MD5) Previous issue date: 2008-03-06 / This work has for objective to investigate the influence of the managerial processes, more properly, of the managerial processes of business, also called commercial, in the formation of high performance teams. Likewise, the sales teams of a credit and discount cards are the provider of the data for this study. Because the managerial processes are integral part of the organizational culture of the company, the theme organizational culture is approached and reviews. It is also revised the team concept, especially your constituent elements, that characterize them and distinguish them among the classic types. In the same way, it is approached the concept of managerial processes and their more important constituents to the present dissertation. Of the intersection among the concepts of organizational culture, or more properly of the managerial processes of business, of the concept of high performance teams and of organizational strategies, it tried to provide a better understanding on the influence that such managerial processes were able to exercise in the formation and in the existence of high performance teams. The importance of this study is expressed through the constant need of the use, more and more rational, of the human resources in the companies, mainly regarding the organization of workers in teams. The used methodology was the one of the observation and analysis, where the researcher through the study of each work process and of the behavior of the teams in relation to those processes, of the desired results for each one of them, of the indeed gotten and of the effect of the processes in the teams, he gathered the information which now presented.(AU) / Este trabalho tem por objetivo investigar a influência dos processos empresariais, mais propriamente, dos processos empresariais de negócios, também chamados de comerciais, na formação de equipes de alto desempenho. Igualmente, têm-se como provedoras de dados as equipes de vendas ligadas a uma empresa administradora de cartões de crédito e de desconto. Visto que os processos empresariais são parte integrante da cultura organizacional da empresa, o tema cultura organizacional é abordado e revisto. Revisa-se também o conceito de equipe, notadamente seus elementos constituintes, que as caracterizam e as distinguem entre os tipos clássicos. Do mesmo modo, trabalha-se o conceito de processos empresariais e seus constituintes de maior importância para a presente dissertação. Da intersecção entre os conceitos de cultura organizacional, ou mais propriamente dos processos empresariais do comércio, do conceito de alto desempenho em equipes e de estratégias organizacionais, procurou-se prover um melhor entendimento sobre a influência que tais processos empresariais poderiam exercer na formação e na existência de equipes de alto desempenho. A importância deste estudo é expressa por intermédio da premente necessidade da utilização, cada vez mais racional, dos recursos humanos nas empresas, principalmente no que tange a organização dos trabalhadores em equipes. A metodologia utilizada foi a da observação e análise, onde o pesquisador através do estudo de cada processo de trabalho e do comportamento das equipes em relação a esses processos, dos resultados almejados para cada um deles, dos efetivamente conseguidos e do efeito dos processos nas equipes, colheu as informações ora apresentadas.(AU)