HOTEL MANAGERS' BEHAVIOUR TOWARDS CHANGE UNCERTAINTY IN GREECE

Abstract

“It is not necessary to change… Survival is not mandatory…” - W. E. Deming Organizational change is an intrinsic attribute of nature that provokes emotional and psychological effects. However, today there is a rising concern about the pace, frequency and content of change. Consequently, employees’ tolerance-ofambiguity rises as a critical competitive advantage that facilitates organizations to react quickly and change successfully. The paper examines managers’ emotional and cognitive attitudes in the workplace and their influence in tolerance of change ambiguity. The research sample consists of 180 Greek hotel managers. The results of the principal components analysis indicate that three factors characterize managers’ emotions, namely pleasure, arousal and dominance; and two their involvement respectively, namely importance and interest. Further, regression results illustrate the influence of dominance, importance, job satisfaction and organizational commitment in managers’ tolerance-of-ambiguity. Concluding, the paper suggests certain policies for increasing managers’ tolerance-of-ambiguity and thus, their performance during change.