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İnsan Kaynakları Uygulamalarının Önem Performans Analizi ile Önceliklendirilmesi: Otel Çalışanları Üzerinde Bir Uygulama

Yıl 2024, Cilt: 8 Sayı: 1, 28 - 44, 24.03.2024

Gonca Manap Davras

https://doi.org/10.32572/guntad.1306797

Öz

Bu çalışma otel işletmeleri tarafından sunulan insan kaynakları (İK) uygulamalarını pazarlama alanında yoğun bir şekilde kullanılan önem-performans analizi (ÖPA) ile önceliklendirmeyi amaçlamaktadır. Ayrıca kıyı ve şehir otel çalışanları ile operasyon ve destek hizmet çalışanlarının İK uygulamalarına ilişkin değerlendirme farklılıklarını da ortaya koymayı hedeflemektedir. Anket tekniği ile otel çalışanlarından elde edilen 414 verinin analiz sonuçları ücret ve kariyer gelişimin yoğunlaşılması gerekenler hücresinde konumlandığını göstermiştir. Mesleki eğitim, yönetim desteği ve iletişim uygulamalar ise performansı korunması gerekenler hücresinde yer almıştır. Diğer taraftan, kıyı-şehir otel çalışanları ile operasyon-destek hizmet otel çalışanların İK uygulamalarına ilişkin algıları arasında farklılıklar olduğu da tespit edilmiştir. Çalışma sonuçları, İK uygulamalarının geliştirilerek rekabet avantajı elde etmek için otel yetkililerine stratejik eylem plan tasarımı hususunda teorik ve pratik çıkarımlar sunmaktadır.

Anahtar Kelimeler

İnsan Kaynakları Uygulamaları Otel Çalışanları Önem-Performans Analizi

Kaynakça

  • Abalo, J., Varela, J., & Manzano, V. (2007). Importance values for importance–performance analysis: A formula for spreading out values derived from preference rankings. Journal of Business Research, 60(2), 115-121.
  • Ahmad, R., Solnet, D., & Scott, N. (2010). Human resource practices system differentiation: A hotel industry study. Journal of Hospitality and Tourism Management, 17(1), 72-82.
  • Albayrak, T., & Caber, M. (2011). Önem-performans analizi: Destinasyon yönetimine dair bir örnek. Ege Akademik Bakis, 11(4), 627-638.
  • Albayrak, T., & Caber, M. (2015). Prioritisation of the hotel attributes according to their influence on satisfaction: A Comparison of two techniques. Tourism Management, 46, 43-50.
  • Albayrak, T., & Çömen, N. (2018). Kaya tırmanışı yapan turistlerin destinasyon değerlendirmeleri: Geyikbayırı, Antalya örneği. Anatolia: Turizm Araştırmaları Dergisi, 29(2), 209-220.
  • Alberty, S., & Mihalik, B. J. (1989). The use of importance-performance analysis as an evaluative technique in adult education. Evaluation Review, 13(1), 33-44.
  • Alfes K., Shantz A.D., Truss C., & Soane E.C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: A moderated mediation model. The International Journal of Human Resource Management, 24(2), 330-351.
  • Amissah, E. F., Gamor, E., Deri, M. N., & Amissah, A. (2016). Factors influencing employee job satisfaction in Ghana's hotel industry. Journal of Human Resources in Hospitality & Tourism, 15(2), 166-183.
  • Ashton, A. S. (2018). How human resources management best practice influence employee satisfaction and job retention in the Thai hotel industry. Journal of Human Resources in Hospitality & Tourism, 17(2), 175-199.
  • Atar, A. (2022). Kıyı ve şehir otelciliği kapsamında personelin psikolojik iyi oluş algısı: Kim daha mutlu? Türk Turizm Araştirmalari Dergisi, 6(2), 591-606.
  • Bi, J. W., Liu, Y., Fan, Z. P., & Zhang, J. (2019). Wisdom of crowds: conducting importance-performance analysis (IPA) through online reviews. Tourism Management, 70, 460-478.
  • Browning, V. (2006). The relationship between HRM practices and service behaviour in south African service organizations. The International Journal of Human Resource Management, 17(7), 1321-1338.
  • Chand, M., & Katou, A.A. (2010). The impact of HRM practices on organisational performance in the Indian hotel industry. Employee Relations, 29(6), 576-594.
  • Cho, S., Woods, R. H., Jang, S. S., & Erdem, M. (2006). Measuring the impact of human resource management practices on hospitality firms’ performances. International Journal of Hospitality Management, 25(2), 262-277.
  • Choi, M. K., & Jung, J. C. (2006). The importance-performance analysis of bakery cafe choice attributes perceived by customers in Seoul. Journal of the Korean Society of Food Science and Nutrition, 35(4), 456-463.
  • Chow, C. W., Haddad, K., & Singh, G. (2007). Human resource management, job satisfaction, morale, optimism, and turnover. International Journal of Hospitality & Tourism Administration, 8(2), 73-88.
  • Çetinel, F., Yolal, M., & Emeksiz, M. (2008). Human resources management in small and medium-sized hotels in Turkey. Journal of Human Resources in Hospitality & Tourism, 8(1), 43-63.
  • Dhar, R. (2015). The effects of high performance human resource practices on service innovative behavior. International Journal of Hospitality Management, 51, 67–75.
  • Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802-835.
  • Dolinsky, A. L. (1991). Considering the competition in strategy development: An extension of importance-performance analysis. Journal of Health Care Marketing, 11(1), 31-37.
  • Duarte, A. P., Gomes, D., & Neves, J. (2015). Satisfaction with human resource management practices and turnover intention in a five-star hotel: The mediating role of perceived organizational support. Dos Algarves: A Multidisciplinary E-Journal, 25, 103-123.
  • Ehigie, B. O., Oguntuase, R. O., Ibode, F. O., & Ehigie, R. I. (2012). Personality factors and emotional intelligence as predictors of frontline hotel employees’ emotional labour. Global Advanced Research Journal of Management and Business Studies, 1(9), 327-338.
  • Elrehail, H., Harazneh, I., Abuhjeeleh, M., Alzghoul, A., Alnajdawi, S., & Ibrahim, H. M. H. (2019). Employee satisfaction, human resource management practices and competitive advantage: The case of Northern Cyprus, European Journal of Management and Business Economics, 29(2), 125-149.
  • Ennew, C. T., Reed, G. V., & Binks, M. R. (1993). Importance-performance analysis and the measurement of service quality. European Journal of Marketing, 27(2), 59-70.
  • Horvat, J. (2019). Pay satisfaction in a family owned hotel in croatia. (Doctoral dissertation). https://repository.acmt.hr/en/islandora/object/acmt%3A68
  • Gallardo, E., Sanchez‐Cañizares, S. M., Lopez‐Guzman, T., & Jesus, M. M. N. (2010). Employee satisfaction in the iberian hotel industry: The case of Andalusia (Spain) and the Algarve (Portugal). International Journal of Contemporary Hospitality Management, 22(3), 321-334.
  • Ghazali, H., Mohd Nasyuki, N., Oon, X. Y., & Ishak, M. (2012). Human resource practices and employees’ intention to stay in the Kuala lumpur hotel industry. Journal of Tourism, Hospitality & Culinary Arts, 4(1), 88-118.
  • Guchait, P., & Cho, S. (2010). The impact of human resource management practices on intention to leave of employees in the service industry in India: The mediating role of organizational commitment. The International Journal of Human Resource Management, 21(8), 1228-1247.
  • Lam, T., Zhang, H., & Baum, T. (2001). An investigation of employees’ job satisfaction: The case of hotels in Hong Kong. Tourism Management, 22(2), 157-165.
  • Martilla, J. A., & James, J. C. (1977). Importance-performance analysis. Journal of Marketing, 41(1), 77-79. Meyer, J.P. & Smith, C.A. (2000). HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences, 4(3), 19-33.
  • Mohan, A. K. L., & Arumugam, D. (2016). A study on evaluation of human resource practices in the hotel industry with special reference to selected hotels in Chennai city. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(4), 268-273.
  • Pan, F. C. (2015). Practical application of importance-performance analysis in determining critical job satisfaction factors of a tourist hotel. Tourism Management, 46, 84-91.
  • Partlow, C. G. (1996). Human-resources practices of TQM hotels. The Cornell Hotel and Restaurant Administration Quarterly, 37(5), 67-77.
  • Petrescu, A., & Simmons, R. (2008). Human resource management practices and workers' job satisfaction. International Journal of Manpower, 29(7), 651-667.
  • Sheng, X., Simpson, P. M., & Siguaw, J. A. (2014). US winter migrants' park community attributes: An importance–performance analysis. Tourism Management, 43, 55-67.
  • Slatten, T., & Mehmetoğlu, M. (2011). Antecedents and effects of engaged frontline employees: A study from the hospitality industry. Managing Service Quality: An International Journal, 21(1), 88-107.
  • Steijn, B. (2004). Human resource management and job satisfaction in the Dutch public sector. Review of Public Personnel Administration, 24(4), 291-303.
  • Sun, L. Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50(3), 558-577.
  • Tang, T. W., & Tang, Y. Y. (2012). Promoting service-oriented organizational citizenship behaviors in hotels: The role of high-performance human resource practices and organizational social climates. International Journal of Hospitality Management, 31(3), 885-895.
  • Tütüncü, O., & Kozak, M. (2007). An investigation of factors affecting job satisfaction. International Journal of Hospitality & Tourism Administration, 8(1), 1-19.
  • Wangenheim, F. V., Evanschitzky, H., & Wunderlich, M. (2007). Does the employee–customer satisfaction link hold for all employee groups? Journal of Business Research, 60(7), 690-697.

Prioritization of Human Resources Practices by Importance-Performance Analysis: An Application on Hotel Employees

Yıl 2024, Cilt: 8 Sayı: 1, 28 - 44, 24.03.2024

Gonca Manap Davras

https://doi.org/10.32572/guntad.1306797

Öz

This study aims to prioritize the human resources practices offered by hotel businesses with importance-performance analysis (IPA), which is used extensively in the field of marketing. Moreover, differences among the city and resort as well as operation and support service employees in terms of their perceptions about HR practices are examined. The results of the analysis of 414 data obtained from hotel employees by the survey technique showed that pay and career development fell into the ‘concentrate here’ quadrant. Vocational training, management support, and communication practices were positioned in the ‘keep up the good work’ quadrant. On the other hand, it was also revealed that there are perceptual differences among the city and resort, as well as between frontline and backline employees. The results of the study provide theoretical and practical implications for hotel authorities for the design of strategic action plans to gain a competitive advantage by improving HR practices.

Anahtar Kelimeler

Human Resource Practices Hotel Employees Importance-Performance Analysis

Kaynakça

  • Abalo, J., Varela, J., & Manzano, V. (2007). Importance values for importance–performance analysis: A formula for spreading out values derived from preference rankings. Journal of Business Research, 60(2), 115-121.
  • Ahmad, R., Solnet, D., & Scott, N. (2010). Human resource practices system differentiation: A hotel industry study. Journal of Hospitality and Tourism Management, 17(1), 72-82.
  • Albayrak, T., & Caber, M. (2011). Önem-performans analizi: Destinasyon yönetimine dair bir örnek. Ege Akademik Bakis, 11(4), 627-638.
  • Albayrak, T., & Caber, M. (2015). Prioritisation of the hotel attributes according to their influence on satisfaction: A Comparison of two techniques. Tourism Management, 46, 43-50.
  • Albayrak, T., & Çömen, N. (2018). Kaya tırmanışı yapan turistlerin destinasyon değerlendirmeleri: Geyikbayırı, Antalya örneği. Anatolia: Turizm Araştırmaları Dergisi, 29(2), 209-220.
  • Alberty, S., & Mihalik, B. J. (1989). The use of importance-performance analysis as an evaluative technique in adult education. Evaluation Review, 13(1), 33-44.
  • Alfes K., Shantz A.D., Truss C., & Soane E.C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: A moderated mediation model. The International Journal of Human Resource Management, 24(2), 330-351.
  • Amissah, E. F., Gamor, E., Deri, M. N., & Amissah, A. (2016). Factors influencing employee job satisfaction in Ghana's hotel industry. Journal of Human Resources in Hospitality & Tourism, 15(2), 166-183.
  • Ashton, A. S. (2018). How human resources management best practice influence employee satisfaction and job retention in the Thai hotel industry. Journal of Human Resources in Hospitality & Tourism, 17(2), 175-199.
  • Atar, A. (2022). Kıyı ve şehir otelciliği kapsamında personelin psikolojik iyi oluş algısı: Kim daha mutlu? Türk Turizm Araştirmalari Dergisi, 6(2), 591-606.
  • Bi, J. W., Liu, Y., Fan, Z. P., & Zhang, J. (2019). Wisdom of crowds: conducting importance-performance analysis (IPA) through online reviews. Tourism Management, 70, 460-478.
  • Browning, V. (2006). The relationship between HRM practices and service behaviour in south African service organizations. The International Journal of Human Resource Management, 17(7), 1321-1338.
  • Chand, M., & Katou, A.A. (2010). The impact of HRM practices on organisational performance in the Indian hotel industry. Employee Relations, 29(6), 576-594.
  • Cho, S., Woods, R. H., Jang, S. S., & Erdem, M. (2006). Measuring the impact of human resource management practices on hospitality firms’ performances. International Journal of Hospitality Management, 25(2), 262-277.
  • Choi, M. K., & Jung, J. C. (2006). The importance-performance analysis of bakery cafe choice attributes perceived by customers in Seoul. Journal of the Korean Society of Food Science and Nutrition, 35(4), 456-463.
  • Chow, C. W., Haddad, K., & Singh, G. (2007). Human resource management, job satisfaction, morale, optimism, and turnover. International Journal of Hospitality & Tourism Administration, 8(2), 73-88.
  • Çetinel, F., Yolal, M., & Emeksiz, M. (2008). Human resources management in small and medium-sized hotels in Turkey. Journal of Human Resources in Hospitality & Tourism, 8(1), 43-63.
  • Dhar, R. (2015). The effects of high performance human resource practices on service innovative behavior. International Journal of Hospitality Management, 51, 67–75.
  • Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802-835.
  • Dolinsky, A. L. (1991). Considering the competition in strategy development: An extension of importance-performance analysis. Journal of Health Care Marketing, 11(1), 31-37.
  • Duarte, A. P., Gomes, D., & Neves, J. (2015). Satisfaction with human resource management practices and turnover intention in a five-star hotel: The mediating role of perceived organizational support. Dos Algarves: A Multidisciplinary E-Journal, 25, 103-123.
  • Ehigie, B. O., Oguntuase, R. O., Ibode, F. O., & Ehigie, R. I. (2012). Personality factors and emotional intelligence as predictors of frontline hotel employees’ emotional labour. Global Advanced Research Journal of Management and Business Studies, 1(9), 327-338.
  • Elrehail, H., Harazneh, I., Abuhjeeleh, M., Alzghoul, A., Alnajdawi, S., & Ibrahim, H. M. H. (2019). Employee satisfaction, human resource management practices and competitive advantage: The case of Northern Cyprus, European Journal of Management and Business Economics, 29(2), 125-149.
  • Ennew, C. T., Reed, G. V., & Binks, M. R. (1993). Importance-performance analysis and the measurement of service quality. European Journal of Marketing, 27(2), 59-70.
  • Horvat, J. (2019). Pay satisfaction in a family owned hotel in croatia. (Doctoral dissertation). https://repository.acmt.hr/en/islandora/object/acmt%3A68
  • Gallardo, E., Sanchez‐Cañizares, S. M., Lopez‐Guzman, T., & Jesus, M. M. N. (2010). Employee satisfaction in the iberian hotel industry: The case of Andalusia (Spain) and the Algarve (Portugal). International Journal of Contemporary Hospitality Management, 22(3), 321-334.
  • Ghazali, H., Mohd Nasyuki, N., Oon, X. Y., & Ishak, M. (2012). Human resource practices and employees’ intention to stay in the Kuala lumpur hotel industry. Journal of Tourism, Hospitality & Culinary Arts, 4(1), 88-118.
  • Guchait, P., & Cho, S. (2010). The impact of human resource management practices on intention to leave of employees in the service industry in India: The mediating role of organizational commitment. The International Journal of Human Resource Management, 21(8), 1228-1247.
  • Lam, T., Zhang, H., & Baum, T. (2001). An investigation of employees’ job satisfaction: The case of hotels in Hong Kong. Tourism Management, 22(2), 157-165.
  • Martilla, J. A., & James, J. C. (1977). Importance-performance analysis. Journal of Marketing, 41(1), 77-79. Meyer, J.P. & Smith, C.A. (2000). HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences, 4(3), 19-33.
  • Mohan, A. K. L., & Arumugam, D. (2016). A study on evaluation of human resource practices in the hotel industry with special reference to selected hotels in Chennai city. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(4), 268-273.
  • Pan, F. C. (2015). Practical application of importance-performance analysis in determining critical job satisfaction factors of a tourist hotel. Tourism Management, 46, 84-91.
  • Partlow, C. G. (1996). Human-resources practices of TQM hotels. The Cornell Hotel and Restaurant Administration Quarterly, 37(5), 67-77.
  • Petrescu, A., & Simmons, R. (2008). Human resource management practices and workers' job satisfaction. International Journal of Manpower, 29(7), 651-667.
  • Sheng, X., Simpson, P. M., & Siguaw, J. A. (2014). US winter migrants' park community attributes: An importance–performance analysis. Tourism Management, 43, 55-67.
  • Slatten, T., & Mehmetoğlu, M. (2011). Antecedents and effects of engaged frontline employees: A study from the hospitality industry. Managing Service Quality: An International Journal, 21(1), 88-107.
  • Steijn, B. (2004). Human resource management and job satisfaction in the Dutch public sector. Review of Public Personnel Administration, 24(4), 291-303.
  • Sun, L. Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50(3), 558-577.
  • Tang, T. W., & Tang, Y. Y. (2012). Promoting service-oriented organizational citizenship behaviors in hotels: The role of high-performance human resource practices and organizational social climates. International Journal of Hospitality Management, 31(3), 885-895.
  • Tütüncü, O., & Kozak, M. (2007). An investigation of factors affecting job satisfaction. International Journal of Hospitality & Tourism Administration, 8(1), 1-19.
  • Wangenheim, F. V., Evanschitzky, H., & Wunderlich, M. (2007). Does the employee–customer satisfaction link hold for all employee groups? Journal of Business Research, 60(7), 690-697.
Toplam 41 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular Turizm (Diğer)
Bölüm Makaleler
Yazarlar

Gonca Manap Davras 0000-0003-0014-9983

Yayımlanma Tarihi 24 Mart 2024
Kabul Tarihi 30 Eylül 2023
Yayımlandığı Sayı Yıl 2024 Cilt: 8 Sayı: 1

Kaynak Göster

APA Manap Davras, G. (2024). İnsan Kaynakları Uygulamalarının Önem Performans Analizi ile Önceliklendirilmesi: Otel Çalışanları Üzerinde Bir Uygulama. Güncel Turizm Araştırmaları Dergisi, 8(1), 28-44. https://doi.org/10.32572/guntad.1306797

Değerli Araştırmacılar,

Dergimize gönderilen çalışmalar geliş sırasına ve konusuna göre öncelikle editör değerlendirmesinden geçmekte, editör görüşü doğrultusunda hakem değerlendirmesine karar verilmektedir. Değerlendirme süreci tamamlanan çalışmalar da aynı şekilde değerlendirmenin tamamlanma tarihlerine, türlerine ve kapsamlarına göre yayıma kabul edilmektedir. Bu yüzden GTAD'a gönderilen çalışmaların herhangi bir sayıda yayıma kabul edileceğinin planlanarak önerilmemesi gerektiğini tekrar hatırlatmak isteriz. Detaylı bilgi için yayın politkası incelenebilir.