Chefs and Occupational Culture in a Hotel Chain: A Grid-Group Analysis

Abstract

A fierce recession in the UK between 1991 and 1995 led the hotel group Forte, like most companies, to initiate urgent turnaround and survival policies. This paper reports on a study of chefs' behaviour within Forte Crest Hotels, London, the strain placed on their occupation during this recession and the aftermath of Forte's levered corporate change policies in 1994–95. The enquiry was carried out before the hostile take-over of Forte by Granada in January 1996. Using grid-group analysis, a qualitative study based on structured interviews was undertaken. These interviews were analysed for commonalities and differences within a grid-group analysis framework, which addresses organisational, individual and group behavioural phenomena in a given social context. The findings reveal behavioural insights into the occupational identity of chefs and the allegiance they give to their occupation when faced with a programme of radical change initiated by management.