The purpose of this study was to examine the influence hotel manager`s role stress upon organizational commitment and then grope after a strategy for the effective operation of hotel organization and job performance. For this, the investigator established role conflict, role ambiguity and role overload as independent variables. In addition, the investigator examined manager`s recognition of role stress, in relation to organizational member`s exposure to stresses within an organization, together with the control effect of member`s participation in decision-making upon hotel manager`s organizational commitment. Study findings are as follows: First, as for the relationship between role stress and organizational commitment, role conflict and role ambiguity had negative influence upon organizational commitment. Second, as for the relationship between role stress and service period, one of demographic features, a longer service period had significant influence upon role conflict and role overload. Third, managers` frequent participation in decision-making reduced role stress and therefore had significant influence upon organizational commitment. In particular, it had control effects in role overload. In conclusion, managers recognize role stress in their jobs and therefore feel a heavy burden for it. Low rank managers and managers of shorter service period feel role conflict and role ambiguity with the obscurity of jobs, the ambiguity of responsibility and carrying out same jobs with other persons simultaneously. Hotel managers whose service period is longer have the stress of excessive responsibility and over work load. When they have these stresses, they seem to improve their role commitment by means of communicating with superior or subordinate staff and of controlling jobs. Therefore, if managers` participation in decision-making is reflected on corporate management by clarifying their goals and business plans, job efficiency will be improved.