Symmetrical Internal Communication and the Performance of Hotel Employees: An Assessment of the Mediating Role Played by Identification with the Organization

Success in the hotel sector relies heavily on strong internal communication. The function of identification with the organization as a mediator between symmetrical internal communication and the performance of hotel personnel is investigated. The goal is to offer insight on the mechanisms at play when hotel communication practices affect employee performance. With symmetrical internal communication, information is shared equally and freely amongst all levels of an organization to promote openness, trust, and employee engagement. This research employs a variety of approaches strategy by Using a combination of statistical polls with in-depth interviews with a representative cross-section of hotel staff. According to the results, symmetrical internal communication has a good effect on productivity in the workplace. Employees who have a positive view of the openness, transparency, and inclusion of internal hotel communications report greater levels of customer service quality, collaboration, and job satisfaction. This research also shows that a middle factor in this connection is members' sense of belonging to the organization. Employees are more inclined to give their all for the hotel if they have a deep connection to it, and balanced internal communication fosters this feeling of belonging. Our qualitative research shows that workers who experience more balanced two-way communication have a greater feeling of business pride and are more committed to the share its values and priorities.The study's results are significant because ramifications for both the hospitality sector and current methods of corporate communication. To boost productivity, hotel managers and executives should prioritize fostering an atmosphere that promotes two-way communication among staff members. Hotels can increase productivity, loyalty, and retention by investing in their staff and helping them feel a part of the bigger picture. In conclusion, the findings of this study stress the value of two-way communication inside hotels as a driver of higher productivity. It proves that fostering a culture of open communication may increase employee identification with the organization, which in turn can boost employee performance on the job and the hotel's bottom line.