| dc.description.abstract | This qualitative case study aims to examine the perceptions of employees regarding quality of working life (QWL) in three organizations in the hospitality industry in Norway. In situation of strategic adaptation the particular hospitality organizations should provide a good quality of work life (QWL) in order to attract and retain employees.With the literature reviews as a basis this research will therefore look into different aspects of QWL. The QWL could be defined as “employee satisfaction with a variety of needs through resources, activities, and outcomes stemming from participation in the workplace” (Sirgy, 2001). This research is a qualitative study the data was gathered by conducting interviews to identify QWL dimensions expected in the specific working environment of accommodation places. The content analysis of the data yielded six dimensions of QWL which was derived from the Walton`s (1975) model to identify key concepts as initial coding categories (Forman, 2008, p. 42). This study used theoretical framework about the employee’s expectations of QWL and strategic adaptation. Inductive content analysis is particularly appropriate for research which analyze the informational contents of textual data (Mayring, 2000). The results were compared with Kandasamy & Anchery (2009) and Saif (2016) studies to expand the knowledge obtained through research accomplished in other fields. The sample size was eleven in total distributed on three organizations, and where the participants consisted of two leaders, eight employees and one employee from helping organization. By choosing research topic was selected Daft’s (2011) idea that “leadership influence people to bring about change toward a vision, or desirable future for the organization”. The ability to adapt to the change depends on effort of communication with employees the managers are focusing on this through tasks and challenges in their daily work day (p. 232). However, the main challenge to have control, this according to all the employees in all three organizations, seems to lie in the fact that the success depend on the leader`s readiness to adapt the change. In addition to this a further challenge lies in each of the three organizations having temporary strategic adaptation. When it comes to the employees themselves their greatest QWL factor for staying in an organization seems to lie in having the stability and feeling like “home” and communication triangle between employees, employers and residents of TEC. The data was collected from the three hospitality organizations which will remain anonymous. This investigation was limited by
availability of information. The main reply to my appeal was that organizations doesn't have capacity to help making research. Based on my subjective attitude the leaders of those hospitality organizations who was working with UDI maybe felt not comfortable giving sensitive information about the difficulties their company has faced. I get agreement to cooperate only with thus who reached successful implementation of the change. Unfortunately, financial capacities also limited the amount of the investigated organizations. | nb_NO |
