Negative Work Culture in Imperial Hotel

The report analyzes the negative work culture at Imperial Hotel in London, highlighting issues such as high absenteeism, poor attendance, and their impact on employee morale and productivity. It discusses the features and key elements of this culture, reasons for high sick leave, and offers solutions to improve the situation. The findings emphasize the importance of a positive organizational culture for enhancing employee performance and overall business success.

INTRODUCTION TO
MANAGEMENT

TABLE OF CONTENTS
1. INTRODUCTION ......................................................................................................................3
2. Negative work culture in Imperial hotel .....................................................................................3
2.1 Features of negative culture..............................................................................................3
2.2 The key elements of negative work culture .....................................................................4
2.3 Analysis the negative work culture of Imperial hotel......................................................4
3. High levels of sick leave .............................................................................................................5
3.1 Reason for High levels of sick leave................................................................................5
4. Poor attendance ...........................................................................................................................6
4.1 The poor attendance of employees impact on the Imperial hotel.....................................6
5. Solutions for the problem.............................................................................................................7
6.CONCLUSION ............................................................................................................................7
REFERENCES................................................................................................................................9

Illustration Index
Illustration 1: Pie chart of Imperial hotel employment rate.............................................................5
Illustration 2: Number of working day lost......................................................................................6
Illustration 3: Percentage of working hours lost to sickness............................................................7

1. INTRODUCTION
Work culture is sum of beliefs, thoughts, attitudes of workforce towards and during work
procedures. It is that organisational element which decides and determines the manner in which
staff communicates with each other and the way an organisation functions. Culture of a company
has a significant impact on the ethical behaviour of workforce (French and Holden, 2012). If the
organisational culture of a company is positive, it inspires staff to behave in a responsible and
ethical manner. This type of culture lead to happy workplace, collaborative teams and
empowerment of employees (Chhokar Brodbeck and House, 2013). The present report is
prepared to highlight the negative culture in context of Imperial Hotel in London. The reasons of
this type of culture is discussed in the report along with some solutions.
2. Negative work culture in Imperial hotel
Negative organisational culture in Imperial hotel encourages unethical behaviour which
causes several problems. If managers are unethical employees also try to imitate their behaviour.
For instance, when managers of cited hotel takes credit for subordinates performance, other
employees may begin to emulate this kind of behaviour. Honest workers can start to prevent
themselves by hiding their work from their peers and superiors (Bock and et. al., 2012). This will
result in lack of team spirit and collaboration which will restrict the potential of the quoted hotel.
Lack of corporate culture in chosen hotel will lead to foster unethical behaviour. If some quick
action for this problem is not taken, then this will spread like an infectious disease in the entire
hotel (Welford, 2016). The management of cited hotel should understand its responsibility
regarding maintaining order in the organisation by making discipline in the employees who are
behaving in an unethical manner.
2.1 Features of negative culture
There are some salient features of negative culture which are described below:
 This type of culture is highly formal. It happens when each perspective of work is define
and prescribed highly.
 High rates of employee turnover is also one aspect of negative work culture. It occurs
when employees leave their jobs because they are not satisfied with their jobs.
 Resistance to change is also one feature which promotes negative work culture in the
mentioned hotel (Popovič and et. al., 2012).

 Rigorous rules and stiff policies and procedures also lead to negative organisational
culture.

2.2 The key elements of negative work culture
The key elements of negative work culture in Imperial hotel are elaborated here:
 Poor communication: The chosen hotel has to assure that leaders at all hierarchical
levels communicate values, norms, objective, vision and key modifications in an effective
manner and on a regular basis to make the employees fully understand the procedures
which are taking place in the hotel (Ruiz-Palomino and Martínez-Cañas, 2014).
 Emphasis on profits: If the hotel pay more attention on profit figure rather than human
resources, this encourages unethical behaviour in staff. They develop a belief or feeling
that if organisation is not concerned about their development and career growth, then why
Illustration 1: Pie chart of Imperial hotel employment rate

should they behave in an unethical manner. They prefer immoral ways and measures to
achieve success (Alvesson, 2012).
 Toxic workforce: Lot of competitiveness and toxic work atmosphere results in reduced
knowledge sharing, growth in politics and shift of devastating norms. Workers who are
exposed to a toxic employee are more promising to be thrown out for unethical
behaviour. This results in a spread of toxic behaviours in the entire team. This usually
happens when a person is having a position of authority.
 Performance management: Performance management system of chosen hotel can also
be held liable for negative impact on the culture. When employees are given ranks
against each other, the performance management system produces a fright of non-
accomplishment (Hilman and Siam, 2014).
Illustration 2: Number of working day lost

2.3 Analysis the negative work culture of Imperial hotel
There are some negative work culture of Imperial hotel that is as follows:
Poor communication which impact the overall performance of the organization. If there is
no proper communication take place between employees they they cannot deliver high quality
services to its customer. If lead to decrease in productivity of Imperial hotel also it suffer from
losses. Further, if employee are not appreciated for their performance or given rank against their
performance then workers not work hard for the organization. This are the negative work culture
of Imperial hotel.
3. High levels of sick leave
The Imperial hotel of London is facing problem of negative culture due to the reason
employees are taking sick leaves in high number. Sick leave for employees, whether it is taken
Illustration 3: Percentage of working hours lost to sickness

for legal or not-so-legal ground is a major problem in chosen hotel. It costs a heavy amount of
loss to the hotel (Huijs and et. al., 2012). If there are a few sick leaves in a year then it may not
seem to be a very big matter for an individual employees, but if they are combined they have a
significant influence on the bottom line of business. These kind of leave leads to delays in work
and stress for other employees also, as they have to make up for the productivity which is lost
which in turn leads to negative culture in the hotel. Other employees may also require to do
overtime to make up for the time which is lost, this adds to extra time bills (Dørheim Bjorvatn
and Eberhard‐Gran, 2013). On the contrary, some of employees do not get a sick pay. If they are
given pay just for their working hours, they develop a feeling that they are not able to afford to
stay in their house when they fall ill. But if they attend the office, they may spread their sickness
to their colleagues. This leads to a more worse situation in the chosen hotel (Merrill and et. al.,
2012). Sick pay polices are usually designed for giving fair and just treatment to every employee
and discourage maltreatment, but most of the workforce in the cited hotel does not take use of it
in a proper manner (King and et. al., 2012).
3.1 Reason for High levels of sick leave
This happens due to several reasons:
 Real physical or mental sickness
 Unhealthy lifestyle
 Requisite of caring for family
 Individualised emotional problems.
 Issues at the workplace which leads to avoidance or stress associated sickness (Nielsen
and et. al., 2012)
 Inadequate understanding and knowledge of sick leave policies.
 Lower job contentment and low involvement mostly results in lower level of control on
work or decision-making (Bierla Huver and Richard, 2013).
 Insufficient appreciation which gives obligation and rewards both.
There are many ways to view the sick leave problem in the quoted hotel. To find out a
standard solution which works in all kind of situation is not practical as each case has its own
individual nature (Consiglio and et. al., 2013). Therefore, the chosen hotel should begin by doing
an investigation into the causes of high number of sick leave. This will be helpful in designing
the interventions which will probably be a success.

4. Poor attendance
Employees who develop a habit of being absent in the workplace are a burden on the
Imperial Hotel. They are also a fiscal burden on the hotel as there is a drop in productivity, cost
of hiring temporary substitution and additional work given to other employees impacts their
morale. If the chosen hotel understand how employees who are having a bad attendance
influences the workplace, it will encourage to design and implement strict guidelines (Branham,
2012). The organisational culture which has high rate of labour turnover leads itself to short term
relationships, not only with superiors and management, but also with peers (Mayhew, 2017). If
employees in chosen hotel does not gives much time on their jobs, then there is absence of
congenial relationships and friendships in the organisation. As a consequence, phenomenon of
high absenteeism will result in making teamwork infeasible. Also, the management will avoid to
make investment in time and resources for training and development of staff as it will only add
in the already high cost of substitute employees (Cocker and et. al., 2013).
4.1 The poor attendance of employees impact on the Imperial hotel
The poor attendance of employees in quoted hotel will make impact on the organisation in terms
of:  Resentment: If an employee is not present on a regular basis, other employees still have
to do their jobs. This leads to bitterness for that absent employee who is working as his
replacement. They get irritated and enraged when they have to perform in their own job
and somebody else also (Mowday and et. al., 2013). This in turn results in lower morale. Poor performance: When an employees is regularly absent on his job, he is not aware of
the changes which takes place in the hotel. When he or she gets back to work, their
performance is affected as they are not aware of the modifications. Other people have to
help them to give the updates which in turn causes more delays (Gangai16, 2014). Reduced productivity and quality: If the employees who is absent form many days and is
critical for the organisation, the work is to be rearranged. This gives impact on overall
productivity of employees. When there are less people to perform the jobs, someone is
definitely going to suffer (Kocakulah and et. al., 2016).
 Conflicts: When employees who do the job of absent employees for a long time,
frustration begins to develop. With the passage of time, this frustration lead to open
conflicts and disputes amid staff members. The stress which is created by unfinished

confrontation can lead to uneasy work atmosphere, steady productivity and high labour
turnover (Rathod and Reddy, 2012).
5. Solutions for the problem
1. Smooth, clear-cut, efficacious and efficient channels of communication should be made
between structures and staff.
2. Developing openness, honesty, trust, accountability and confidence for assuring higher
contentment among workforce.
3. Enhancement of individual responsibilities should be done (Cucchiella Gastaldi and
Ranieri, 2014).
4. New, out-of-box, creative and innovative ideas should be encouraged in the hotel via
intentional policies and plans.
5. To improve this type of situation, chosen hotel can take use of some management
principles along with the below provided guidelines
6. Hotel can provide rewards to those employee who have zero absenteeism per month. This
will be a motivating factor for the workforce and the attendance can be increased.
7. A comprehensive sick leave policy should be designed by quoted hotel. This policy
should also be monitored for whole staff (Tenhiälä and et. al., 2013).
8. Offer training to managers and superiors so that they are able to handle the employees
who are engaging more in unexplained sick leave in an perceptive and effectual manner. \
Competitor of Imperial hotel
There are many competitors of Imperial hotel such as Hilton hotel etc. who tried to make
reduction in sick leave of employees. There are many competitors who are provided better
working environment to employees so that they not get sick. They used different strategies for
increasing the productivity and reduce the absenteeisms.
6.CONCLUSION
From the present report it is concluded that problem of negative culture in Imperial hotel
makes a significant impact on the productivity,morale, performance of employees. It is
determined that this problem has arose in the chosen hotel along with the issues of high level of
sick leaves and poor attendance. With the above report it is ascertained that these problems are
making a broad influence on the career growth and development of staff and organisational

culture of cited hotel. Furthermore, some effective solutions to solve the problem of negative
culture are also advised in the report which will be beneficial for the hotel.

REFERENCES
Books and Journals
Alvesson, M., 2012. Understanding organizational culture. Sage.
Bierla, I., Huver, B. and Richard, S., 2013. New evidence on absenteeism and presenteeism.
The International Journal of Human Resource Management, 24(7).pp.1536-1550.
Bock and et. al., 2012. The effects of culture and structure on strategic flexibility during
business model innovation. Journal of Management Studies, 49(2). pp.279-305.
Branham, L., 2012. The 7 hidden reasons employees leave: How to recognize the subtle signs
and act before it's too late. AMACOM Div American Mgmt Assn.
Chhokar, J.S., Brodbeck, F.C. and House, R.J. eds., 2013. Culture and leadership across the
world: The GLOBE book of in-depth studies of 25 societies. Routledge.
Cocker and et. al., 2013. Psychological distress, related work attendance, and productivity loss
in small-to-medium enterprise owner/managers. International journal of environmental
research and public health, 10(10).pp.5062-5082.
Consiglio and et. al., 2013. Does self-efficacy matter for burnout and sickness absenteeism?
The mediating role of demands and resources at the individual and team levels. Work &
Stress, 27(1).pp.22-42.
Cucchiella, F., Gastaldi, M. and Ranieri, L., 2014. Managing absenteeism in the workplace: the
case of an Italian multiutility company. Procedia-Social and Behavioral Sciences,
150.pp.1157-1166.
Dørheim, S.K., Bjorvatn, B. and Eberhard‐Gran, M., 2013. Sick leave during pregnancy: a
longitudinal study of rates and risk factors in a Norwegian population. BJOG: An
International Journal of Obstetrics & Gynaecology, 120(5).pp.521-530.
French, S.L. and Holden, T.Q., 2012. Positive organizational behavior: A buffer for bad news.
Business Communication Quarterly, 75(2).pp.208-220.
Gangai16, K.N., 2014. ABSENTEEISM AT WORKPLACE: WHAT ARE THE FACTORS
INFLUENCING TO IT?.
Hilman, H. and Siam, M., 2014. The influence of organizational structure and organization
culture on the organizational performance of higher educational institutions: The
moderating role of strategy communication. Asian Social Science, 10(13).p.142.