Power relations, some positive workplace outcomes, and non-managerial hotel employees’ responses: evidence from Nigeria

Abstract

The paper approaches the management of performance (attitudes and behavior) by exploring power relations among non-managerial employees of selected hotels in Nigeria. The qualitative paradigm is embraced, using in-depth interviews and constructivism to interrogate the perception of lower participants in organizations.Sixty-sevenresearch participants were involved.The study suggests that it is power relations that underlie the employees’ five positive workplace outcomes. The paper calls on management in organizations to concentrate more on employees’ concerns if organizational goals are to be fully accomplished.