ORGANIZATIONAL COMMITMENT AND HIDDEN COSTS IN THE RESTORATION OPERATION IN HOTELS

Abstract

The current business managers must develop strategies for the adaptation, competitiveness, growth and permanence of organizations in the market, through the establishment of a favorable work environment that encourages the development of an entrepreneurial spirit, and a positive commitment of colaborators’ towards organization, which contributes to the correct execution of activities, and the diminution of dysfunctions that generate hidden costs. Starting from the premise that the restaurant service is susceptible to internal and external failures, what they cause unnecessary costs that affect the profitability and image of the business; with this descriptive and comparative field research the intention is to identify the level of commitment of managers and collaborators with their organization, collecting information directly from the responsible of the restaurants operation in four and five star hotels in Margarita Island, Nueva Esparta State, Venezuela, and registered in the National Tourism Registry (RTN, for the term in Spanish); using two structured instruments of a Likert scale of three levels of compliance: low (1), medium (2), and high (3). The results indicate that the general means are located at an average level (2) of commitment, what leads to infer that there is the possibility of occurrence of dysfunctions that generate hidden costs in the operation of the organizations analyzed.