Effects of Social Perceptions and Organizational Commitment on Restaurant Performance

Abstract

The purpose of this study is to examine the effects of employees’ organizational commitment and social perceptions of their coworkers and managers on key restaurant performance indicators (i.e., customer satisfaction, restaurant sales change, and employee turnover rate). This study enhances the existing literature related to the influence of the work environment and employees’ job attitudes on organizations’ performance, and includes two fundamental social dimensions that are often used to evaluate other individuals or groups, namely warmth and competence. In order to examine such effects, structural equation modeling (SEM) was utilized. Results suggest that managers’ warmth and employees’ organizational commitment have significant effects on restaurants’ turnover rates. Moreover, employees’ organizational commitment improves restaurants’ sales change and customer satisfaction. Implications for practitioners and researchers are discussed in detail.

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