Influence of Organizational Culture on Employee Motivation, Job Satisfaction, and Engagement in the Hotel Industry

Social Science and Human Research Bulletin Vol. 02(10): 497-512, October 2025 Home Page: http://sshrbjournal.org/ ISSN(e): 3050-5542 ISSN(p): 3050-5534 DOI: https://doi.org/10.55677/SSHRB/2025-3050-1001 pg. 497 Influence of Organizational Culture on Employee Motivation, Job Satisfaction, and Engagement in the Hotel Industry Noraisa D. Wee, DM-HRM Dumaguete City, Negros Oriental, Negros Island Region, Philippines Article DOI: 10.55677/SSHRB/2025-3050-1001 DOI URL: https://doi.org/10.55677/SSHRB/2025-3050-1001 KEYWORDS: Hotel Industry, Organizational Culture, Motivation, Job Satisfaction, Engagement, Descriptive Correlation Dumaguete City Corresponding Author: Noraisa D. Wee, DM-HRM Published: October 04, 2025 License: This is an open access article under the CC BY 4.0 license: https://creativecommons.org/licenses/by/4.0/ ABSTRACT: This study explored the influence of organizational culture on employee motivation, job satisfaction, and engagement in the hotel industry of Negros Oriental, Philippines. Recognizing the hospitality sector's reliance on human capital to deliver service excellence, the research investigated how internal culture shapes critical employee behaviors and attitudes. A quantitative, descriptive-correlational design was employed, involving 205 hotel employees from various departments in Negros Oriental Hotel Resort and Restaurant Association Inc. Data were gathered using a structured questionnaire based on validated instruments and analyzed through statistical methods to identify relationships among key variables. Findings revealed that employees perceived a clear and consistent organizational culture across dimensions of artifacts, values, and assumptions. Both intrinsic and extrinsic motivations were high, though monetary rewards ranked slightly lower in importance. Job satisfaction was notably high in areas of interpersonal relationships and leadership, while compensation and promotion opportunities scored lower. Engagement levels were consistently strong, particularly in dedication and absorption. Results showed that organizational culture significantly influences employee motivation and job satisfaction, which in turn drive engagement. Notably, job position and clientele type were key demographic and organizational variables affecting cultural perception and engagement. On the contrary, years of service negatively affected motivation, highlighting the need to reinvigorate long-tenured staff. The study concluded that a supportive and value-driven organizational culture enhances employee outcomes. It recommends strengthening culture promotion, improving HR strategies, and tailoring engagement efforts across departments. These findings provide actionable insights for hotel managers aiming to improve employee experiences and organizational performance in the hospitality sector. INTRODUCTION This study investigates the influence of organizational culture on employee motivation, job satisfaction, and engagement within the hotel industry in Negros Oriental, Philippines. Utilizing a quantitative, descriptive-correlational research design, it examines how these factors contribute to workforce performance and organizational success in a competitive, service-oriented sector. Conducted among 205 employees from various hotels under the Negros Oriental Hotel Resort and Restaurant Association Inc. (NOHRRA), the study employs a structured questionnaire to measure the relationships between organizational culture and the key variables, aligning with Sustainable Development Goals (SDGs) 3 (Good Health and Well-being) and 8 (Decent Work and Economic Growth). Related literature emphasizes that organizational culture shapes workplace norms, values, and employee well-being, significantly impacting job satisfaction and engagement (Limaj & Bernroider, 2019; Aziz et al., 2021). Studies highlight those motivational strategies, such as career development and fair compensation, enhance employee performance and reduce turnover, a persistent issue in hospitality (Hidayat et al., 2022; Kosasih et al., 2023). Employee engagement fosters commitment to Noraisa D. Wee, DM-HRM (2025), Social Science and Human Research Bulletin 02(10):497-512 DOI: https://doi.org/10.55677/SSHRB/2025-3050-1001 pg. 498 organizational goals, driving guest loyalty and business sustainability (Kuruba, 2019; Thornton et al., 2019). These factors align with SDG 3 by promoting healthy work environments and SDG 8 by advocating for equitable work conditions and professional growth (International Institute for Sustainable Development, 2021). Despite extensive global research on how organizational culture affects employee outcomes, its application to Negros Oriental’s hotel industry remains underexplored. While a local study by Tayco (2022) revealed that accommodation facilities in Central Philippines with favorable HRM practices tend to achieve positive organizational outcomes, limited attention has been paid to Negros Oriental, a vibrant tourism hub with distinct operational and cultural dynamics. This gap highlights the need for localized insights into how organizational culture shapes employee motivation, satisfaction, and engagement within the province’s diverse hotel settings. The purpose of this study is to determine how organizational culture affects employee motivation, job satisfaction, and engagement in Negros Oriental’s hotel industry. By analyzing these relationships, the research aims to provide actionable insights for hotel managers to strengthen organizational culture, enhance employee performance, and reduce turnover. Ultimately, it seeks to contribute to sustainable HR practices that support employee well-being and economic growth, aligning with SDGs 3 and 8, while addressing the specific challenges and opportunities within Negros Oriental’s hospitality sector. METHODOLOGY This study utilized a quantitative, descriptive-correlational research design to investigate the influence of organizational culture on employee motivation, job satisfaction, and engagement in Negros Oriental’s hotel industry, under the Negros Oriental Hotel Resort and Restaurant Association Inc. (NOHRRA). A structured questionnaire, based on validated scales, was administered to 205 regular or probationary employees with at least six months of service, selected through stratified random sampling to ensure representation across front office, housekeeping, and F&B departments. The questionnaire measured organizational culture, motivation, job satisfaction, and engagement, with its validity confirmed through expert review and reliability established via a pilot test (Cronbach’s Alpha coefficients ranging from 0.700 to 0.976). Data were analyzed using statistical tools like frequency counts, mean, Chi-square tests, and Spearman’s Rank Correlation to explore relationships and draw insights for HR practices. The research was conducted in Negros Oriental, a key tourism hub in the Philippines known for its diverse hotels catering to various clientele, providing an ideal setting to study organizational culture’s impact across different operational scales. Data collection followed a systematic and ethical process: the researcher obtained formal permission from hotel management, provided informed consent forms to participants, and ensured confidentiality by removing identifiers and securely storing data. Questionnaires were administered in paper form, reviewed for completeness, and prepared for statistical analysis, adhering to ethical standards to protect participants’ rights and maintain research integrity. Statistical tools were employed to address the study’s objectives, including frequency counts and percentage distributions to describe respondents’ demographic profiles (age, gender, education, etc.), and the mean to assess perceptions of organizational culture, motivation, and job satisfaction. The Chi-square test examined relationships between demographic factors and these variables, while Spearman’s Rank Correlation analyzed the strength and direction of correlations between organizational culture, motivation, and job satisfaction. Ethical considerations included voluntary participation, confidentiality, and transparency in using AI solely for language refinement, ensuring the study’s originality and academic rigor. These methods provided comprehensive insights into how organizational culture influences employee outcomes in Negros Oriental’s hotel industry. RESULTS AND DISCUSSION This chapter presents and analyzes the data in line with the study’s specific problems. Findings are organized accordingly to tables and a textual presentation of the findings. Demographic Profile of the Respondents This section shows the distribution of the hotel Industry employees’ demographic profiles based on age, sex, highest educational attainment, employment type, job position, and years of service. Table 1: Demographic Profile of hotel industry’s employees (205) Profile Frequency Percent Age 21 – 25 74 36.10 % 26 – 30 73 35.60 % 31 – 35 29 14.15 % 36 and above 29 14.15 % Sex Male 86 41.95 Noraisa D. Wee, DM-HRM (2025), Social Science and Human Research Bulletin 02(10):497-512 DOI: https://doi.org/10.55677/SSHRB/2025-3050-1001 pg. 499 Female 119 58.05 Highest Educational Attainment Bachelor’s Degree 201 98.05 % Master’s Degree 3 1.46 % Doctorate Degree 1 0.49 % Employment Type Permanent 188 91.71 % Temporary 17 8.29 % Job Position Front Office 66 32.20 % Food and Beverages 69 33.66 % Housekeeping 70 34.14 % Years of Service 1 – 2 years 111 54.15 % 3 – 4 years 38 18.54 % 5 – 6 years 22 10.73 % 7 years and above 34 16.58 % In the hotel industry, the workforce is predominantly composed of young adults, with the largest group aged 21 to 25 (36.10%), followed closely by those aged 26 to 30 (35.60%), while smaller groups are aged 31 to 35 and 36 and above (14.15% each). The majority of employees are female (58.05%, 119 individuals) compared to males (41.95%, 86 individuals). Nearly all workers (98.05%) hold a bachelor’s degree, with very few pursuing a master’s (1.46%) or doctorate (0.49%). Most employees (91.71%) have permanent positions, while only 8.29% are temporary. Staff are evenly distributed across three main departments: housekeeping (34.14%), food and beverages (33.66%), and front office (32.20%). Over half of the employees (54.15%) have 1 to 2 years of experience, with fewer having 3 to 4 years (18.54%), 5 to 6 years (10.73%), or 7 years and above (16.58%), indicating a relatively new workforce. Organizational Profile of the Hotel Industry This section presents the organizational profiles of the hotel industry based on the type of hotel industry, years of operation, size and structure, and primary market. Table 2: Organizational profile of the hotel industry (n=205) Organizational Profile Frequency Percent Type of Hotel Industry Boutique 86 41.95 % Bed and Breakfast /Hostels 30 14.63 % Mid-Range 79 38.54 % Others 10 4.88 % Years of Operation 1 – 2 years 111 54.15 % 3 – 4 years 38 18.54 % 5 – 6 years 22 10.73 % 7 years and above 34 16.58 % Size and Structure Small 162 79.02 % Medium 31 15.12 % Large 12 5.85 % Primary Market Noraisa D. Wee, DM-HRM (2025), Social Science and Human Research Bulletin 02(10):497-512 DOI: https://doi.org/10.55677/SSHRB/2025-3050-1001 pg. 500 Backpackers 44 21.46 % Leisure Travelers 89 43.42 % Business Travelers 72 35.12 % The hotel industry survey reveals that boutique hotels dominate at 41.95%, followed by mid-range hotels at 38.54%, with over half (54.15%) operating for just 1–2 years and a smaller portion for 3–4 years (18.54%), signaling a recent surge in new establishments likely driven by rising tourism demand. A significant majority (79.02%) are small-sized, with fewer medium (15.12%) and large (5.85%) hotels, highlighting the accessibility of the industry to small and medium-sized enterprises (SMEs) and entrepreneurs, whose innovative practices and government support boost performance, as noted in the Asian Journal of Technology Innovation (2020). Most hotels cater to leisure travelers (43.42%), followed by business travelers (35.12%) and backpackers (21.46%), aligning with the boutique hotel trend where guests, per Kokkhangplu and Auemsuvarn (2024), value immersive, aesthetically pleasing experiences that enhance leisure traveler satisfaction. Meanwhile, larger hotel chains leverage economies of scale for robust employee development programs, improving motivation and retention. Employees’ Perception of the Organizational Culture This section displays how employees perceive the organizational culture in their respective organizations in terms of artifacts, espoused values, and basic assumptions. Table 3: Employees’ Perception on the Organizational Culture in their Organization Variables x  VD Artifacts 1. The hotel’s physical workspace (e.g., lobby, employee areas) reflects a professional and welcoming culture. 4.61 SA 2. The way employees interact with guests and colleagues reflects the hotel's commitment to service excellence. 4.58 SA 3. There are clear and visible symbols (e.g., uniforms, logos, slogans) that reinforce the hotel’s values. 4.49 SA 4. The hotel provides up-to-date technology and resources that enhance work efficiency and guest satisfaction. 4.31 SA 5. Regular events and traditions (e.g., employee recognition programs, celebrations) help create a sense of belonging. 4.15 A Composite 4.43 SA Espoused Values 1. Employees understand and follow the hotel’s policies on customer service and teamwork. 4.47 SA 2. The hotel’s mission and core values are clearly communicated to all employees. 4.35 SA 3. Management actively promotes fairness, integrity, and respect in the workplace. 4.30 SA 4. Training programs help employees align with the hotel’s vision and service standards. 4.29 SA 5. The hotel encourages innovation and openness to new ideas from employees. 4.21 SA Composite 4.32 SA Basic Assumptions 1. There is a shared belief that delivering excellent customer service is a top priority. 4.48 SA 2. Employees trust that hard work and dedication will lead to career growth and job stability. 4.45 SA 3. Employees feel that teamwork and collaboration are natural expectations rather than imposed rules. 4.33 SA 4. Employees naturally adopt and promote the values of the hotel without needing constant supervision. 4.32 SA 5. The organizational culture fosters a sense of purpose and fulfillment in daily work. 4.29 SA Composite Overall Mean 4.37 4.37 SA SA Note: Verbal Description (VD); 4.21–5:00, Strongly Agree (SA); 3.41–4.20, Agree (A); 2.61–2.40, Moderately Agree (MA); 1.812.60, Disagree (D); 1.00-1.80, Strongly Disagree (SD) The Table highlights employees' perceptions of their hotel's organizational culture, with strong agreement (SA) across nearly all categories, reflecting a positive and cohesive environment. Under artifacts, employees highly rated the professional and welcoming physical workspace (4.61), service excellence in interactions (4.58), and visible symbols like uniforms and logos reinforcing hotel values (4.49), indicating a strong cultural alignment that boosts job satisfaction and performance, as supported by Dawson et al. (2023). For espoused values, employees strongly agreed on understanding and following customer service and teamwork policies (4.47), clear communication of the hotel’s mission and values (4.35), and management promoting fairness, integrity, and respect (4.30), fostering teamwork, customer service, and retention. In basic assumptions, strong agreement was evident in shared beliefs about excellent customer service (4.48), hard work leading to growth and stability (4.45), and natural expectations of teamwork (4.33), underscoring a cohesive culture that balances unity and independence, as noted by Braithwaite et Noraisa D. Wee, DM-HRM (2025), Social Science and Human Research Bulletin 02(10):497-512 DOI: https://doi.org/10.55677/SSHRB/2025-3050-1001 pg. 501 al. (2017), critical for the labor-intensive hospitality industry. Composite scores across all dimensions confirm a strong, positive organizational culture. Level of Employee Motivation This part illustrates the level of motivation among the hotel industry’s employees in terms of the intrinsic motivators, extrinsic motivators, and the mean. Table 4: Level of motivation among hotel industry’s employees (n=205) Indicators x  VD LoM Intrinsic Motivation 1. I feel a deep sense of personal satisfaction when I overcome work challenges. 4.52 SA VH 2. I take the initiative to enhance my skills without external prompting. 4.49 SA VH 3. I am driven by my personal goals to excel in my role. 4.47 SA VH 4. I am motivated by the personal growth opportunities my role provides. 4.47 SA VH 5. My personal values align with the tasks I perform daily. 4.45 SA VH Composite 4.48 SA VH Extrinsic Motivation SA VH 1. Constructive feedback from leadership motivates me to improve my performance. 4.36 SA VH 2. Recognition from my supervisors boosts my motivation to perform well. 4.35 SA VH 3. Opportunities for career advancement within the organization encourage me to put forth my best effort. 4.34 SA VH 4. A positive and supportive work environment increases my enthusiasm for my work. 4.33 SA VH 5. The rewards and incentives offered by the organization enhance my commitment to my job. 4.06 A H Composite Overall Mean 4.29 4.38 SA SA VH VH Note: Verbal Description (VD); Level of Motivation (LoM); 4.21–5:00, Strongly Agree (SA), Very High (VH); 3.41–4.20 Agree (A), High (H); 2.61–2.40, Moderately Agree (MA), Moderate (M); 1.81-2.60, Disagree (D), Low (L); 1.00-1.80, Strongly Disagree (SD), Very Low (VL) The table reveals a high level of motivation among hotel industry employees, with both intrinsic and extrinsic factors rated very high (VH) and a composite mean of 4.38 (strongly agree, SA). Intrinsically, employees derive deep personal satisfaction from overcoming challenges (mean 4.52, SA), take initiative to improve skills (4.49, SA), are driven by personal goals and growth opportunities (both 4.47, SA), and feel their values align with daily tasks (4.45, SA), reflecting strong self-motivation and value congruence. Extrinsically, employees are highly motivated by constructive feedback (4.36, SA), recognition (4.35, SA), career advancement (4.34, SA), and a positive work environment (4.33, SA), though rewards and incentives are rated lower, suggesting a need to reassess incentive structures. These findings, supported by Meira et al. (2022), highlight that while intrinsic factors drive long-term engagement and fulfillment, extrinsic factors like recognition and professional development are crucial for sustaining performance and retention in the hospitality sector. Level of Job Satisfaction This section provides the level of job satisfaction among the hotel industry’s employees in terms of the nature of work, pay, promotion, peers or colleagues, supervisor, top leadership, benefits and policies, and the mean. Table 5.1: Level of Job Satisfaction among Hotel Industry’s Employees (Part 1) Indicators x  VD Nature of Work 1. I feel a sense of accomplishment in the tasks I perform daily. 4.40 VS 2. The variety of tasks in my role keeps my work interesting and satisfying. 4.35 VS 3. I feel my job allows me to utilize my skills and talents effectively. 4.35 VS 4. The nature of my work aligns with my career goals and personal values. 4.35 VS Composite 4.36 VS Pay 1. I am satisfied with the fairness of my pay relative to my job responsibilities. 4.04 S 2. Regular adjustments to my pay based on performance or market trends enhance my job satisfaction. 3.94 S Noraisa D. Wee, DM-HRM (2025), Social Science and Human Research Bulletin 02(10):497-512 DOI: https://doi.org/10.55677/SSHRB/2025-3050-1001 pg. 502 3. I feel my compensation reflects the effort and time I invest in my work. 3.92 S 4. The organization’s pay structure is competitive compared to other companies in the industry. 3.92 S 5. My salary meets my financial needs and expectations. 3.76 S Composite 3.92 S Promotion 1. I am satisfied with the fairness of the promotion process in the organization. 4.06 S 2. Opportunities for advancement in the organization meet my career expectations. 4.06 S 3. Clear criteria for promotion enhance my confidence in the system. 4.04 S 4. The organization provides equal opportunities for career progression for all employees. 4.04 S 5. I feel recognized and rewarded for my efforts through promotional opportunities. 3.91 S Composite 4.02 S Peers, Colleagues 1. I feel comfortable collaborating and sharing ideas with my colleagues. 4.41 VS 2. My co-workers’ professionalism and teamwork enhanced my job satisfaction. 4.40 VS 3. My co-workers create a friendly and inclusive workplace atmosphere. 4.40 VS 4. I enjoy working with my colleagues and feel supported in my role. 4.39 VS 5. The camaraderie among my co-workers contributes to a positive work environment. 4.36 VS Composite 4.39 VS Note: Verbal Description (VD); 4.21–5:00 Very Satisfied (VS); 3.41–4.20 Satisfied (S); 2.61–2.40 Moderately Satisfied (MS); 1.812.60 Dissatisfied (D); 1.00-1.80 Very Dissatisfied (SD) Table 5.1 reveals that hotel industry employees are generally very satisfied (VS) with the nature of their work, rating a strong sense of accomplishment in daily tasks (mean = 4.40), as well as appreciation for work variety, effective skill utilization, and alignment with career goals and personal values (mean = 4.35), indicating high satisfaction driven by engaging, varied tasks, as supported by Heimerl et al. (2020), who emphasize job enrichment and rotation as key morale boosters. Satisfaction with pay is moderate (mean = 4.04, satisfied, S), with room for improvement in regular adjustments (3.94), fairness in compensation (3.92), and salary levels (3.76), while promotion opportunities also rate as satisfied (mean = 4.02), with calls for greater transparency in criteria, equal opportunities (both 4.04), and recognition (3.91), aligning with Locke’s Range of Affect Theory (1976), which ties satisfaction to competitive pay and fair advancement. Peer relationships score very satisfied (mean = 4.39), with strong teamwork (4.40) and camaraderie (4.36) fostering a supportive environment, a finding echoed by Garcia-Rodriguez et al. (2020), who highlight the role of positive interpersonal relationships in enhancing job satisfaction. Table 5.2: Level of Job Satisfaction among Hotel Industry’s Employees (Part 2) Indicators x  VD Supervisor 1. Open communication with my supervisor fosters a positive work environment. 4.33 VS 2. Constructive feedback from my supervisor helps me improve and grow in my role. 4.32 VS 3. I feel valued and respected by my supervisor in my role. 4.28 VS 4. My supervisor’s leadership style contributes to my overall job satisfaction. 4.25 VS 5. My supervisor provides clear guidance and support to help me achieve my goals. 4.24 VS Composite 4.28 VS Top Leadership 1. I trust that the top leadership makes decisions with integrity and transparency. 4.24 VS 2. The leadership team demonstrates strong problem-solving skills that contribute to the overall success of the organization. 4.24 VS 3. I believe that top leaders prioritize both the business’s success and employee well-being. 4.24 VS 4. Hotel management communicates a clear vision that aligns with employee and organizational goals. 4.22 VS 5. The top leadership in this hotel effectively integrates all aspects of the organization to ensure success. 4.20 S Composite 4.23 VS Benefits & Policies 1. Workplace policies promote a safe and healthy environment for all employees. 4.16 S 2. I feel that my overall well-being is supported through the benefits and policies implemented by the organization. 4.10 S Noraisa D. Wee, DM-HRM (2025), Social Science and Human Research Bulletin 02(10):497-512 DOI: https://doi.org/10.55677/SSHRB/2025-3050-1001 pg. 503 3. I am satisfied with the range of benefits available to employees, as they address both professional and personal needs. 4.09 S 4. The benefits and policies offered by this hotel are competitive with those provided by similar organizations in the industry. 4.08 S 5. The hotel consistently improves and expands employee benefits to enhance job satisfaction and well-being. 4.06 S Composite Overall Mean 4.10 4.18 S VS Note: 4.21–5:00 Very Satisfied (VS); 3.41–4.20 Satisfied (S); 2.61–2.40 Moderately Satisfied (MS); 1.81-2.60 Dissatisfied (D); 1.00-1.80 Very Dissatisfied (SD) Table 5.2 reveals high job satisfaction among hotel industry employees, with supervisor relationships rated very satisfied (VS) at a composite mean of 4.28, top leadership at 4.23 (VS), and workplace benefits and policies at 4.10 (satisfied, S). Employees are highly satisfied with supervisors due to open communication (4.33), constructive feedback (4.32), and leadership style (4.25), fostering engagement, trust, and morale, as supported by Ratanjee and Robison (2022). Trust in top leadership’s integrity and transparency (4.24) drives satisfaction, though leadership alignment across departments (4.20, S) suggests room for better integration, a factor Verawati et al. (2023) note as key to harmonizing operations for success. Employees value workplace benefits and policies for safety and well-being (4.16), but rate competitive benefits (4.06) and policy improvements (4.08) lower, indicating a desire for better compensation and benefits, aligning with Ali et al. (2023) on the role of comprehensive packages in satisfaction. Overall, strong leadership, clear communication, and a supportive environment drive satisfaction, with potential for improvement in benefits, compensation, and leadership integration. Level of Employee Engagement This part presents the level of employee engagement in the hotel industry in terms of vigor, dedication, and absorption, including the mean and verbal description. Table 6: Level of Employee Engagement among Hotel Industry (n=205) Indicators x  VD LoE Vigor 1. At my job, I feel strong and vigorous. 4.17 A H 2. At work, I feel bursting with energy. 4.15 A H 3. At my job, I am very resilient mentally. 4.14 A H 4. When I get up in the morning, I feel like going to work. 4.02 A H 5. I can continue working for very long periods at a time. 4.02 A H Composite 4.10 A H Dedication 1. To me, my job is challenging. 4.41 SA VH 2. I am proud on the work that I do. 4.40 SA VH 3. I find the work that I do is full of meaning and purpose. 4.26 SA VH 4. I am enthusiastic about my job. 4.21 SA VH 5. My job inspires me. 4.21 SA VH Composite 4.30 SA VH Absorption 1. Time flies when I'm working. 4.35 SA VH 2. I feel happy when I am working intensely. 4.19 A H 3. I am immersed in my work. 4.18 A H 4. When I am working, I forget everything else around me. 4.02 A H 5. I get carried away when I’m working. 3.99 A H Composite Overall Mean 4.14 4.18 A A H H Note: Verbal Description (VD); Level of Engagement (LoE); 4.21–5:00, Strongly Agree (SA), Very High (VH); 3.41–4.20 Agree (A), High (H); 2.61–2.40, Moderately Agree (MA), Moderate (M); 1.81-2.60, Disagree (D), Low (L); 1.00-1.80, Strongly Disagree (SD), Very Low (VL) Table 6 highlights high (H) to very high (VH) employee engagement among hotel industry workers across three dimensions: vigor (composite mean 4.10, agreement, H), dedication (4.30, strong agreement, VH), and absorption (4.14, agreement, Noraisa D. Wee, DM-HRM (2025), Social Science and Human Research Bulletin 02(10):497-512 DOI: https://doi.org/10.55677/SSHRB/2025-3050-1001 pg. 504 H). Employees feel physically (4.17) and mentally energized (4.15), show strength and resilience (4.14), and are motivated (4.02) and focused for long periods (4.02), indicating a productive, resilient workforce, as Kodden (2020) links vigor to enhanced engagement and reduced burnout. Dedication is strong, with employees feeling proud (4.40), inspired, purposeful (4.26), enthusiastic (4.21), and challenged (4.41), reflecting emotional connection and purpose, which Olugbade and Karatepe (2019) tie to better retention and service quality. In absorption, employees lose track of time (4.35), enjoy intense work (4.19), and feel fully absorbed (4.02), signaling deep engagement and flow, which Wang and Tseng (2019) connect to improved customer experiences. With an overall mean of 4.18 (agreement, H), employees are energized, focused, and emotionally invested, with potential to boost vigor and absorption through well-being programs. Relationship Between Organizational Culture and the Level of Motivation This section shows the Correlation Coefficients of Spearman’s rho on the relationship between organizational culture and employee motivation. Table 7: Relationship between Organizational Culture and the Level of Motivation (n=205) Organizational Culture Motivation Intrinsic Extrinsic Overall Artifacts rs = 0.390 p<.001 (significant) rs = 0.580 p<.001 (significant) rs = 0.576 p<.001 (significant) Espoused Values rs = 0.513 p<.001 (significant) rs = 0.685 p<.001 (significant) rs = 0.704 p<.001 (significant) Basic Assumptions rs = 0.634 p<.001 (significant) rs = 0.536 p<.001 (significant) rs = 0.664 p<.001 (significant) Overall rs = 0.561 p<.001 (significant) rs = 0.686 p<.001 (significant) rs = 0.726 p<.001 (significant) Note: Spearman’s rho (rs) at 0.05 level of significance; n=205 Table 7 demonstrates a significant positive relationship between organizational culture and motivation in the hotel industry, with all three cultural dimensions—artifacts, espoused values, and basic assumptions—showing strong correlations with intrinsic, extrinsic, and overall motivation (rs = 0.561 to 0.726, p<.001). This indicates that a more defined and supportive culture, reflected in tangible symbols (artifacts), shared values, and deeply held assumptions, boosts employee motivation. Schein’s Organizational Culture Theory (1985) underpins this, explaining how visible elements, articulated values, and underlying beliefs shape the workplace and influence motivation. The Fifty-Fifty Rule (Adair, 2007) further supports this, highlighting that motivation arises from both individual drive and the external cultural environment, while Robbins and Coulter (2016) affirm that a well-managed culture enhances employee morale and drive. Relationship between Organizational Culture and Overall Job Satisfaction This segment reflects the Correlation Coefficients of Spearman’s rho on the relationship between organizational culture and job satisfaction. Table 8: Relationship between Organizational Culture and Overall Job Satisfaction Job Satisfaction Organizational Culture Artifacts Espoused Values Basic Assumptions Overall Nature of Works rs = 0.870 p<.001 (significant) rs = 0.918 p<.001 (significant) rs = 0.867 p<.001 (significant) rs = 0.537 p<.001 (significant) Pay rs = 0.47 p<.001 (significant) rs = 0.580 p<.001 (significant) rs = 0.490 p<.001 (significant) rs = 0.434 p<.001 (significant) Noraisa D. Wee, DM-HRM (2025), Social Science and Human Research Bulletin 02(10):497-512 DOI: https://doi.org/10.55677/SSHRB/2025-3050-1001 pg. 505 Promotion rs = 0.552 p<.001 (significant) rs = 0.645 p<.001 (significant) rs = 0.575 p<.001 (significant) rs = 0.517 p<.001 (significant) Peers or Colleagues rs = 0.444 p<.001 (significant) rs = 0.545 p<.001 (significant) rs = 0.625 p<.001 (significant) rs = 0.482 p<.001 (significant) Supervisor rs = 0.533 p<.001 (significant) rs = 0.592 p<.001 (significant) rs = 0.685 p<.001 (significant) rs = 0.533 p<.001 (significant) Top Leadership rs = 0.577 p<.001 (significant) rs = 0.639 p<.001 (significant) rs = 0.635 p<.001 (significant) rs = 0.560 p<.001 (significant) Benefits and Policies rs = 0.506 p<.001 (significant) rs = 0.651 p<.001 (significant) rs = 0.667 p<.001 (significant) rs = 0.524 p<.001 (significant) Overall rs = 0.603 p<.001 (significant) rs = 0.733 p<.001 (significant) rs = 0.707 p<.001 (significant) rs = 0.593 p<.001 (significant) Note: Spearman’s rho (rs) at 0.05 level of significance; n=205 Table 8 shows significant positive correlations between organizational culture dimensions (artifacts, espoused values, and basic assumptions) and job satisfaction indicators in the hotel industry, including nature of work, pay, promotion, colleagues, supervisor, leadership, and benefits (rs = 0.434 to 0.918, all p < .001), indicating that a supportive culture enhances perceptions of work environment, compensation, growth, and relationships. The strongest link is between espoused values and nature of work (rs = 0.918), supporting Locke’s Range of Affect Theory (1976), which ties job satisfaction to how employees evaluate work facets, with espoused values shaping expectations and experiences of fairness in pay, growth, and relationships. This aligns with Salahuddin et al. (2018), who note that a strong corporate culture fosters better alignment between organizational goals and employee satisfaction. Relationship between Organizational Culture and Employee Engagement This part explains the Correlation Coefficients of Spearman’s Rho on the relationship between organizational culture and employee engagement. Table 9: Relationship between Organizational Culture and Employee Engagement Organizational Culture Employee Engagement Vigor Dedication Absorption Overall Artifacts rs = 0.481 p<.001 (significant) rs = 0.524 p<.001 (significant) rs = 0.430 p<.001 (significant) rs = 0.522 p<.001 (significant) Espoused Values rs = 0.505 p<.001 (significant) rs = 0.552 p<.001 (significant) rs = 0.435 p<.001 (significant) rs = 0.530 p<.001 (significant) Basic Assumptions rs = 0.443 p<.001 (significant) rs = 0.498 p<.001 (significant) rs = 0.446 p<.001 (significant) rs = 0.508 p<.001 (significant) Overall rs = 0.539 rs = 0.594 rs = 0.479 rs = 0.580 Noraisa D. Wee, DM-HRM (2025), Social Science and Human Research Bulletin 02(10):497-512 DOI: https://doi.org/10.55677/SSHRB/2025-3050-1001 pg. 512 6. Kokkhangplu, A. & Auemsuvarn, P. (2024). Understanding customer experiences insights in boutique hotels: a case study from Thailand. https://doi.org/10.1080/23311975.2024.2413397 7. Kuruba, M. (2019). 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