Employee

Proactivity In
Hotels Undergoing
Organizational
Change and
Development
Presented by: MARY PAULINE M. ALINCASTRE
DEANE GENEVIVE G. GERONIMO
Alfred Presbitero &
Mendiola-Teng Calleja
• Conducted in 2017
• Hotel in Australia
undergoing
restructuring of
organization

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 Organizational Change
and Development:
“a set of behavioral science-based theories, values, strategies, and
techniques aimed at the planned change of the organizational work
setting for the purpose of enhancing individual development and
improving organizational performance, through the alteration of
organizational members’ on-the-job behaviors” (Porras & Robertson,
1992, p. 723).

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 PROACTIVITY:
“taking initiative in improving current
circumstances; it involves challenging the
status quo rather than passively adapting to
present conditions” (Crant, 2000, p. 436).

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RESEARCH
OBJECTIVES:
• To understand the dynamics of
proactivity from the perspective of
employees in a hotel undergoing
organization development and
change.
• To establish the interrelationships
among proactive envisioning,
proactive planning and proactive
enacting of hotel employees. 05
RESEARCH
OBJECTIVES:
• To identify the situational variables
such as leader vision and
organizational climate for
innovation that relate to employee
proactivity in the hotel context.
• To understand the implications of
employee proactivity for human
resource management in hotels. 06
IDENTIFICATION OF
ASSUMPTIONS:
(HYPOTHESIS)
H1: Employee proactive envisioning is positively and significantly
related to employee proactive planning.
H2: Employee proactive planning is positively and significantly
related to employee proactive enacting.
H3: Organizational climate for innovation is positively and
significantly related to employee proactive envisioning in the hotel
context.
H4: Leader vision is positively and significantly related to employee
proactive envisioning in the hotel context. 07
 HIGHLIGHTS OF THE
FINDINGS, CONCLUSION AND
RECOMMENDATIONS
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DESCRIPTIVE STATISTICS,
RELIABILITIES AND
INTERCORRELATIONS

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 RESULTS:
• The online survey yielded a total of
242 submitted online surveys (80%).
• A total of 228 survey responses were
utilized for data analysis after
removing data with high levels of
missing values.
DEPARTMENTS: GENDER AGE STATUS JOB ASSIGN.
23% Front Desk 60% Female 45% Below 31 70% Full-Time 35% Managers
years old
18% Housekeeping 40% Male 38% 32-47 years 30% Part-Time 65% Support and
old Admin Staff
15% Food and 17% 48 years old
Beverage and older
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25% General
Administration
RESULTS:
(HYPOTHESIS)
H1: When employees are exhibiting high levels of initiative
to visualize the future then employees would also
demonstrate high levels of planning and active identification
of all possible actions to reach such visions of the future.
H2: When proactive planning is high among employees then
proactive enacting would also be high
0
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RESULTS:
(HYPOTHESIS)
H3: Organizational climate for innovation conveys that
an organization puts high premium on innovative and
creative ideas and such a working environment could
positively and significantly relates to employees
demonstrating high levels of proactive envisioning.
H4: When there is a high level of leader vision in an
organization then there would be a high level of
proactive envisioning among employees. 0
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DISCUSSIONS:
Interrelationships among Employee Proactive
Processes:
Proactive Envisioning – Proactive Planning –
Proactive Enacting
• Employee proactive enacting needs to go through the
processes of employee proactive envisioning and
employee proactive planning (cognitively-driven).
• Activating these proactive mechanisms is critical
particularly in ensuring successful organizational change
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and development.
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DISCUSSIONS:
Organizational Climate for Innovation:
• Organizational climate for innovation prompts and
provokes perceptions and reactions of organizational
members which then lead to proactivity.
• The results also confirm the significant relationship
specifically between organizational climate for
innovation and levels of proactivity among employees.
0
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DISCUSSIONS:
Leader Vision:
• Leader vision is an important factor that helps
organizational members visualize and imagine what the
future would be like for their organization.
• Catalyst
• Drive and Motivate Employees
• Inspire and Move Organizational Employees
• Relates to envisioning 0
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CONCLUSIONS AND
IMPLICATIONS:
PRACTICAL SUGGESTIONS ON HOW TO
HARNESS AND LEVERAGE ON EMPLOYEE
PROACTIVITY:
1. Recognize and tap the potential of proactive
employees.
2. Encourage employee proactivity.
3. Reward employee proactivity.
0
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CONCLUSIONS AND
IMPLICATIONS:
PRACTICAL SUGGESTIONS ON HOW TO
HARNESS AND LEVERAGE ON EMPLOYEE
PROACTIVITY:
4. Recruit and select employees high in proactivity.
5. Create a supportive work environment.
6. Ensure clarity and articulation of leader vision.
7. Measure outcomes of employee proactivity 0
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THREE MAJOR POINTS OF AGREEMENT

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• (1) Proactivity of employees is
significant to the organizational
change and development.
• (2) the importance of leader
vision in employee proactivity
and
• (3) practical suggestions on how
to harness and leverage on
employee proactivity in service
organizations. 0
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THREE MAJOR POINTS OF DISAGREEMENT

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• (1) method used is limited to the use of
quantitative research in an online
platform, qualitative research may also be
conducted since the focus of the study is on
employee’s proactivity
• (2) proactivity reactions may differ from
different types of generations (age
differences and other demographics)
• (3) organizational change level was not
clearly described in the study, thus giving
importance to address the load of change that
will take place in the organization.
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RECOMMENDED AREAS FOR FURTHER STUDY

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• (1) a study on relationship between
demographics and their proactivity on
organizational change and
development
• (2) further studies in different parts of
the world is encouraged and
suggested
• (3) a profound analyzation of
employees behavior towards
organizational change and
development in relation to innovation
and leader vision. 0
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THANK YOU
FOR
LISTENING!
“All things are difficult
before they are easy.”
Thomas Fuller