EMPLOYEE SELECTION IN SMALL AND MEDIUM SIZED HOTEL ENTERPRISES IN ISTANBUL

Year 2017, ICMEB17 Özel Sayısı, 342 - 350, 01.12.2017

Sevinç Aslan Mithat Zeki Dinçer

Abstract

Employee selection in tourism which is a labor-intensive industry is an important issue that needs to be emphasized. Employing a large number of workers who are improper to task qualifications in sector, may be cause SMEs to fail to achieve their organizational goals. Employees who are employed in SMEs, which are superior in number in tourism industry, interact with customers as individually. Because of this feature, SMEs are following a different path in the selection of the employee compared to the large enterprises. From this point of view, making a wrong choice about these employees, who are few in number, can lead to negative consequences for businesses. This study examines the selection of the employee by interviewing with the authorities of the small and mediumsized hotel enterprises in Istanbul regarding the above-mentioned issues, and attempts to analyze the results through content analysis

Keywords

Occupational Selection, SME, Tourism SMEs, Human Resources Management

İSTANBUL’DAKİ KÜÇÜK VE ORTA ÖLÇEKLİ OTEL İŞLETMELERİNDE İŞGÖREN SEÇİMİ

Abstract

Emek yoğun bir endüstri olan turizmde işgören seçimi, üzerinde durulması gereken önemli bir konu olarak dikkat çekmektedir. Sektörde görev niteliklerine uygun olmayan çok sayıda çalışanın istihdam ettirilmesi, KOBİ’lerin organizasyonel hedeflerini gerçekleştirmede başarısız olmalarına neden olabilmektedir. Turizm endüstrisi içinde sayıca üstün olan KOBİ’lerde istihdam edilen işgörenler müşteriler ile birebir etkileşime geçmektedir. Bu özelliğinden ötürü KOBİ’ler işgören seçiminde büyük işletmelere göre farklı bir yol izlemektedirler. Bu açıdan bakıldığında sayısı oldukça az olan işgören konusunda yanlış bir seçimin yapılması işletme açısından olumsuz sonuçları da beraberinde getirebilir. Bu çalışmada yukarıda ifade edilen hususlarla ilgili olarak İstanbul’da bulunan küçük ve orta ölçekli otel işletmelerinin yetkilileri ile birebir görüşülmek suretiyle işgören seçimi incelenmekte ve sonuçları içerik analizi yolu ile aktarılmaya çalışılmaktadır.

Keywords

İşgören Seçimi, KOBİ, Turizm KOBİ’leri, İnsan Kaynakları Yönetimi

References

• Abrudan, M. (2008). Implication of employee's perception of the role and activity of the human resources department in Romanian tourism & hospitality industry. Tourism and Hospitality Management, 14 (1), 23- 36.
• Alleyne, P., Doherty, L. & Greenidge, D. (2006). Approaches to HRM in the Barbados hotel industry. International Journal of Contemporary Hospitality Management, 18 (2), 94-109.
• Alleyne, P., Greenidge, D., Corbin, A., Alleyne, P. G., & Devonish, D. (2008). The practice of HRM and SHRM in the Barbados hotel sector. Journal of Human Resources in Hospitality & Tourism, 7 (2), 219-240.
• Bacon, N., & Hoque, K. (2005). HRM in the SME sector: Valuable employees and coercive Networks. The International Journal of Human Resource Management, 16 (11), 1976-1999.
• Banki, M. B., & Ismail, H. N. (2015). Understanding the characteristics of family owned tourism microbusinesses in mountain destinations in developing countries: Evidence from Nigeria. Tourism Management Perspectives, 13, 18-32.
• Baum, T., Kralj, A., Robinson, R. N. S., & Solnet, D. J. (2016). Tourism workforce research: A review, taxonomy and agenda. Annals of Tourism Research, 60, 1-22.
• Benli, A., & Şahin, L. (2004). İnsan kaynakları yönetiminde işgören bulma ve seçme: Çınar Hotel uygulaması. Bilgi, 8, 113-124.
• Buhalis, D., & Hilary, M. (1998). “Information technology in peripheral small and medium hospitality enterprises: strategic analysis and critical factors”. International Journal of Contemporary Hospitality Management, Vol. 10, Issue: 5, s.198-202.
• Chand, M., & Katou, A. A. (2007). The impact of HRM practices on organisational performance in the Indian hotel industry. Employee Relations, 29 (6), 576-594.
• Chand, M. (2010). Human resource management practices in Indian hospitality enterprises: An empirical analysis. Managing Leisure, 15 (1-2), 4-16.
• Chaudhary, S., & Singh, D. (2014). Human resource management practices and organizational competitive advantage: A survey of earlier researches. International Journal of Science and Research, 3 (6), 2654-2656.
• Cunningham, L. X., & Rowley, C. (2008). The development of chinese small and medium enterprises and human resource management: A review. Asia Pacific Journal of Human Resources, 46 (3), 353-379.
• Çavdar, H., & Çavdar, M. (2010). İşletmelerde işgören bulma ve seçme aşamaları. Journal of Naval Science and Engineering, 6 (1), 79-93.
• 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.
• Debrah, Y. A., & Mmieh, F. (2009). Employment relations in small and medium sized enterprises: Insights from Ghana. The International Journal of Human Resource Management, 20 (7), 1554-1575.
• Demir, M. (2011). İş yaşamında ayrımcılık: Turizm sektörü örneği. Uluslararası İnsan Bilimleri Dergisi, 8 (1), 760-783.
• Erdem, B. (2004). Otel işletmelerinde insan kaynakları planlamasının yeri ve önemi. Sosyal Bilimler Dergisi, 7 (11), 35-54.
• Erdem, B., & Gezen, T. (2014). Turizm işletmelerine yönelik iş ilanlarının içerik analizi yöntemiyle incelenmesi. Uluslararası Yönetim İktisat ve İşletme Dergisi, 10 (21), 19-42.
• Erselcan, F. (2015). Relevance of education to real life and of real life to education-experiential learning for international business. Procedia-Social and Behavioral Sciences, 177, 401-405.
• Harney, B., & Dundon, T. (2006). Capturing complexity: Developing an integrated approach to analysing HRM in SMEs. Human Resource Management Journal, 16 (1), 48-73.
• Harney, B., & Dundon, T. (2007). An emergent theory of HRM: A theoretical and empirical exploration of determinants of HRM among Irish small to medium-sized enterprises (SMEs). Advances in Industrial & Labor Relations, 15, 103-153.
• Hjalager, A. M., & Andersen, S. (2001). Tourism employment: Contingent work or professional career?. Employee Relations, 23 (2), 115-129.
• Holden, R., Jameson, S., & Walmsley, A. (2007). New graduate employment within SMEs: Still in the dark?. Journal of Small Business and Enterprise Development, 14 (2) 211-227.
• June, S., & Mahmood, R. (2011). The relationship between person-job fit and job performance: A study among the employees of the service sector SMEs in Malaysia. International Journal of Business, Humanities and Technology, 1 (2), 95-105.
• Kelliher, C., & Johnson, K. (1997). Personnel management in hotels-An update: A move to human resource management?. Progress in Tourism and Hospitality Research, 3, 321-331.
• Kinnie, N., Purcell, J., Hutchinson, S., Terry, M., Collinson, M., & Scarbrough, H. (1999). Employment relations in SMEs: Market driven or customer shaped?. Employee Relations, 21 (3) 218-236.
• Marco-Lajara, B., & Úbeda-García M. (2013). Human resource management approaches in Spanish hotels: An introductory analysis. International Journal of Hospitality Management, 35, 339-347.
• Martin, E. (2012). Employment relationship in the small firm: Revisiting orientations to work. International Journal of Hospitality Management, 31, 1318-1326.
• Moy, J. W., & Lee, S. M. (2002). The career choice of business graduates: SMEs or MNCs?. Career Development International, 7 (6), 339-347.
• Nolan, C. (2002). Human resource development in the Irish hotel industry: The case of the small firm. Journal of European Industrial Training, 26 (2/3/4), 88-99.
• Omar, S. S., Arokiasamy, L., & Ismail, M. (2009). The background and challenges faced by the small medium enterprises: A human resource development perspective. International Journal of Business and Management, 4 (10), 95-102.
• Örücü, E. (2002). Turizm işletmelerinde orta ve üst kademe yöneticilerin işgören seçme ve değerlendirme sürecindeki eğilimleri (Marmaris ve çevresindeki üç yıldızlı işletmeler örneği). D. E. Ü. İ.İ.B.F. Dergisi, 17 (2), 119-132.
• Özdemir, E., & Akpınar, A. T. (2002). Konaklama işletmelerinde insan kaynakları yönetimi çerçevesinde Alanya’daki otel ve tatil köylerinde insan kaynakları profili. Kocaeli Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, (3)2, 85-105.
• Pietkiewicz, I., & Jonathan A.S. (2014). A practical guide to using ınterpretative phenomenological analysis in qualitative research psychology. Psychological Journal, 20, 1, s. 7-14.
• Resmi Gazete, (2012). Küçük ve orta büyüklükteki işletmelerin tanımı, nitelikleri ve sınıflandırılması hakkında yönetmelikte değişiklik yapılmasına dair yönetmelik. 4 Kasım 2012, Karar Sayısı: 2012/3834, Sayı:28457.
• Teo, H. A., & Poon, J. T. F. (1994). Career choice of undergraduates and SMEs in Singapore. International Journal of Career Management, 6 (3), 20-26.
• Urbano, D., & Yordanova, D. (2008). Determinants of the adoption of HRM practices in tourism SMEs in Spain: An exploratory study. Serv. Bus., 2, 167-185.
• Wanhill, S. (2000). Small and medium tourism enterprises. Annals of Tourism Research, 27 (1), 132-147.
• Wilkinson, A. (1999). Employment relations in SMEs. Employee Relations, 21 (3) 206-217.
• Wilkinson, A., Dundon, T., & Grugulis, I. (2007). Information but not consultation: Exploring employee involvement in SMEs. The International Journal of Human Resource Management, 18 (7), 1279-1297.
• Worsfold, P. (1999). HRM, performance, commitment and service quality in the hotel industry. International Journal of Contemporary Hospitality Management, 11 (7), 340-348.