Travel Reference
In-Depth Information
towards hotel performance
Z.N. Aishah & M.N. Syuhirdy
Faculty of Hotel and Tourism Management, Universiti Teknologi MARA, Penang, Malaysia
M.S.M. Zahari & S.M. Radzi
Faculty of Hotel and Tourism Management, Universiti Teknologi MARA, Shah Alam, Malaysia
ABSTRACT: It is undeniable that success of the organization's performance is well depended on the
effectiveness of its structural management and operating protocols that exist within the organization
itself. Organizational DNA represents a deliberate way of thinking about organizations and their pat-
terns of leadership, culture, management and human resource practices within their related contexts.
Organizational DNA is proven helps companies to recognize and expose hidden strengths and entrenched
weaknesses thus aids managers to focus efforts on reinforcing what works in their organization and modi-
fying what does not. This paper reviews the Organizational DNA, the types and its strengths and sub-
sequently proposed to empirically investigate whether the patterns of human resource practices in hotel
organization is aligned with which types of Organizational DNA and how far the effect of it towards hotel
performance.
Keywords
:
Organizational DNA, human resource, practices, hotel, performance
1 INTRODUCTION
et al., 2005). Kaipa and Milus (2002) asserted that
the dynamic nature of the relationships between
DNA elements could impact the outcomes in
organizational transformation efforts. Organiza-
tional transformation will not be successful or less
able to realize its full potential, if personal transfor-
mation leading to business transformation is not
clearly connected with the change effort. Organi-
zational DNA can be reconfigured by identifying
and realigning the four building blocks to fixing
the execution problems in their company (Spiegel,
et al., 2005). This illustrates that any organization,
across any industry, has its own DNA that drives
its actions and its performances.
Organizational DNA represents a deliberate
way of thinking about organizations and their
patterns of leadership and management practices
within their related contexts (Honold & Silver-
man, 2002). They proposed four distinct types of
Organizational DNA; Factual DNA, Conceptual
DNA, Contextual DNA and Individual DNA.
Each type of DNA has been determined by four
different manufacturing industries in Honold and
Silverman (2002) studies in the late nineties. This
help organization to discern their DNA type by
looking at the organizational practices carefully
and considering the alignment of DNA types
in order to develop the organization in the most
Many business scholars argue that the success of
the organizational performance is well depend on
the effectiveness of its structural management and
operating protocols that exist within the organiza-
tion itself (Kaipa & Milus, 2002; Spiegel, Gary,
Flaherty Thomas & Srini, 2005). Honold and Sil-
verman (2002) posit that the key to a company's
operating destiny in modern business is strongly
associated with four core elements of organization
attributes namely leadership, culture, management
and human resource practices. These elements
are in fact considered the organizational building
blocks or organizational genetic code which com-
bine and recombine to express distinct identities
or personalities and in today's circumstances it
is called as Organizational DNA. Organizational
DNA is proven that helps companies to recog-
nize and expose hidden strengths and entrenched
weaknesses, thus managers can focus efforts on
reinforcing what works in their organization and
modifying what does not (Neilson, Pasternack,
Mendes & Tan, 2004).
The importance of Organizational DNA for
the company is supported by a few case studies
(Dehoff, Jaruzelski & Kronenberg, 2008; Honold
& Silverman, 2002; Kaipa & Milus, 2002; Spiegel,
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