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OTEL İŞLETMELERİNDE İŞE BAĞLILIK DÜZEYİNİN ARTTIRILMASI:İŞGÖREN FEDAKÂRLIK TUTUMUNUN ROLÜ

Yıl 2016, Sayı: 1, 31 - 46, 01.04.2016

Öz

Günümüz iş yaşamı koşulları otel işletmelerini rekabet üstünlüklerini devam ettirebilmek adına diğer tüm işletmelerde olduğu gibi yüksek performans gösteren ve verimli işgörenler istihdam etmeye zorlamaktadır. Belirli iş tutumları ve örgütsel davranışlar işgören performansı ve verimliliği üzerinde olumlu etkilere sahip olmakla birlikte, işe bağlılık düzeyi de belirli ayırt edici boyutları ile performans ve verimliliğe katkı sağlamaktadır. İşe bağlılığınayırt edici özellikleri ise işini yaşamının temel ilgi alanı olarak görme, işe aktif olarak dâhil olma ve işte yüksek performans göstermeyi öz‐saygının temeli olarak kabul etme olarak değerlendirilmektedir. Dolayısıyla otel yönetimleri işe bağlılık düzeyini arttırmak için etkili stratejiler izleme durumundadırlar. Bu noktada, izlenecek stratejiler işe bağlılığın öncülleri üzerine odaklanmalıdır. Literatürde işe bağlılığın bazı bireysel kontrol odağı, gelişim ihtiyacı vb. ve örgütsel öncülleri iş tatmini, örgütsel bağlılık vb. ele alınmakla birlikte, işgörenin mevcut işinde çalışmaya devam etme kararında önemli etkilere sahip kişiselve örgütsel fedakârlık tutumu hususunda yeterince araştırma gerçekleştirilmemiş veya göz ardı edilmiştir. Buradan hareketle, bu çalışma öncelikle işe bağlılığın arttırılmasında işgören fedakârlık tutumunun önemini ve etkisini ortaya koymayı amaçlamaktadır. Belirlenen amaç doğrultusunda Afyonkarahisar ilinde faaliyet gösteren beş yıldızlı otel işletmelerinin işgörenleri araştırmanın evreni olarak seçilmiştir. Anket tekniği ile ihtiyaç duyulan verilerin elde edilmesi ve analizinden sonra fedakârlık tutumunun bir işgörenin işe bağlılığını nasıl etkilediği detaylı olarak belirlenmiştir. Araştırma bulguları işgörenlerin fedakârlık tutumları ile işe bağlılık düzeyleri arasında anlamlı bir ilişki bulunduğunu ve fedakârlıktutumunun işe bağlılığı pozitif yönde etkilediğini ortaya koymuştur.

Kaynakça

  • Akinbode, G. A., ve Fagbohungbe, B. O. (2011). Gender, tenure and organisational fac- tors as predictors of job involvement among Nigerian workers. Gender and Behav- iour, 9 (2), 4005-4036.
  • Biswas, S. (2009). Affective commitment as a mediator between psychological climate and job involvement. Journal of Management & Public Policy, 1 (1), 22-32.
  • Burton, J. P., Holtom, B. C., Sablynski, C. J., Mitchell, T. R., ve Lee, T. W. (2010). The buffering effects of job embeddedness on negative shocks. Journal of Vocational Be- havior, 76, 42-51.
  • Chen, C. C. ve Chiu, S. F. (2009). The mediating role of job involvement in the relation- ship between job characteristics and organizational citizenship behavior. The Jour- nal of Social Psychology, 149 (4), 474-494.
  • Ramsey, R., Lassk, F. G., & Marshall, G. W. (1995). Methods in sales research: a critical evaluation of a measure of job involvement: the use of the Lodahl and Kejner (1965) scale with salespeople. Journal of Personal Selling & Sales Management, 15(3), 65-74.
  • Dawley, D. D., ve Andrews, M. C. (2012). Staying put: off-the-job embeddedness as a moderator of the relationship between on-the-job embeddedness and turnover in- tentions. Journal of Leadership & Organizational Studies, 19 (4), 477-485.
  • Hackett, R. D., Lapierre, L. M. ve Hausdorf, P. A. (2001). Understanding the links be- tween work commitment constructs. Journal of Vocational Behavior, 58 (3), 392- 413.
  • Holtom, B. C., Mitchell, T. R. ve Lee, T. W. (2006). Increasing human and social capital by applying job embeddedness theory. Organizational Dynamics, 35 (4), 316-331.
  • Lawler, E. E. (1989). Choosing an involvement strategy. The Academy of Management Executive, 2 (3), 197-204.
  • Lee, T. W., Burch, T. C. ve Mitchell, T. R. (2014). The story of why we stay: a review of job embeddedness. The Annual Review of Organizational Psychology and Organiza- tional Behavior, 2014 (1), 199-216.
  • Lee, T. W., Mitchell, T. R., Sablynski, C. J., Burton, J. P., ve Holtom, B. C. (2004). The effects of job embeddedness on organizational citizenship, job performance, voli- tional absences, and voluntary turnover. The Academy of Management Journal, 47 (5), 711-722.
  • Litinger, N. H. (1982). Job involvement among managers and its relationship to demo- graphic, psychological, and situational forces. Stevens Institute of Technology, New Jersey: USA.
  • Mallol, C. M., Holtom, B. C. ve Lee, T. W. (2007). Job embeddedness in a culturally di- verse environment. Journal of Business and Psychology, 22 (1), 35-44.
  • Milam, J. G. (2012). Why workplace friendships matter: an assessment of workplace friend- ships, employee engagement, job embeddedness and job burnout. California School of Professional Psychology, Alliant International University, California, USA.
  • Mitchell, T. R., Holtom, B. C., Lee T. W. ve Erez, M. (2001). Why people stay: using job embeddedness to predict voluntary turnover. The Academy of Management Journal, 44 (6), 1102-1121.
  • Mitchell, T. R., ve Lee, T. W. (2001). The unfolding model of voluntary turnover and job embeddedness: foundations for a comprehensive theory of attachment. Research in Organizational Behavior, 23, 189-246.
  • Murphy, W. M., Burton, J. P., Henagan S. C. ve Briscoe, J. P (2013). Employee reactions to job insecurity in a declining economy: a longitudinal study of the mediating role of job embeddedness. Group & Organization Management, XX (X), 1-26.
  • Reeve, C. L. ve Smith, C. S. (2001). Refining Lodahl and Kejner's job involvement scale with a convergent evidence approach: applying multiple methods to multiple sam- ples. Organizational Research Methods, 4 (2), 91-111.
  • Reitz, O. E. (2014). Job embeddedness: A concept analysis. Nursing Forum, 49 (3), 159- 166.
  • Reitz, O. E. ve Anderson, M. A. (2011). An overview of job embeddedness. Journal of Professional Nursing, 27 (5), 320-327.
  • Saleh, S. D. ve Hosek, J. (1976). Job involvement: concepts and measurements. The Acad- emy of Management Journal, 19 (2), 213-224
  • Saxena, S. (2014). Why should job identification be distinguished from job involvement? A review of literature. Prin. LN Welingkar Institute of Management Development & Research, XVII (1), 72-88.
  • Shih, N. J. (1991). The antecedents and consequences of job involvement: a case of the Taipei municipal government. University of Pittsburgh, Bradford: USA.
  • Shragay, D. ve Tziner, A. (2011). The generational effect on the relationship between job involvement, work satisfaction, and organizational citizenship behavior. Revista de Psicología del Trabajo y de las Organizaciones, 27 (2), 143-157.
  • Valle, M., Leupold, J. R. ve Leupold, K. L. (2006). Holding on and letting go: the relation- ship between job embeddedness and turnover among pem physicians. Journal of Business Inquiry, 5: 3-10.
  • Van den Broeck, A., De Cuyper, N., De Witte, H., & Vansteenkiste, M. (2010). Not all job demands are equal: Differentiating job hindrances and job challenges in the Job Demands-Resources model. European Journal of Work & Organizational Psycholo- gy, 19 (6), 735-759.
  • Wickramasinghe, D. ve Wickramasinghe, V. (2011). Perceived organisational support, job involvement and turnover intention in lean production in Sri Lanka. The Inter- national Journal of Advanced Manufacturing Technology, 55 (5-8), 817-830.
  • Yoshimura, A. (1996). A review and proposal of job involvement. Keio Business Review, 33, 175-184.
  • Žemgulienè, J. (2013). Perceived ethical leadership and job involvement in the economy- specific context. Organizations and Markets in Emerging Economies, 4 (1), 43-55.
  • Zhang, M., Fried, D., ve Griffeth, R. (2012). Job embeddedness: a review of conceptual- ization and measurement issues. Human Resource Management Review, 22 (3), 220- 231.

Enhancing Job Involvement at Hotel Enterprises: The Role of Employee Sacrifice Attitude

Yıl 2016, Sayı: 1, 31 - 46, 01.04.2016

Öz

Today’s business circumstances force hotel enterprises, like all others, to employ high‐performed and productive employees in an effort to sustain their competitive edge. Alt‐hough some job attitudes and organizational behaviours have positive effects on em‐ployee performance and productivity, job involvement also contributes the employee performance and productivity in terms of some distinctive dimensions. Perceiving the job as central life interest, actively participating in job and thinking performance as cen‐tral to his/her self‐esteem are generally accepted as distinctive properties of job in‐volvement. Thus, hotel managements should pursue effective strategies to enhance the job involvement. In this case, these strategies must focus on consequences of job in‐volvement. While some individual locus of control, growth need etc. and organizational consequences job satisfaction, organizational commitment etc. of job involvement have been studied in literature, self‐sacrifice and organizational sacrifice intentions which are very important to decide working in current job have not been much‐debated or ig‐nored. Thus, this study primarily aims to reveal importance and the role of employee sacrifice at enhancing job involvement. Within this scope employees of five star hotel en‐terprises operating in Afyonkarahisar have been chosen as the research population of the study. After gathering required data with survey technique and analysis process, how sacrifice intentions effect the job involvement of an employee is determined in details. Findings of the study reveals that there is a significant relationship between employees sacrifice and job involvement, and sacrifice attitudes positively‐significantly effects job involvement.

Kaynakça

  • Akinbode, G. A., ve Fagbohungbe, B. O. (2011). Gender, tenure and organisational fac- tors as predictors of job involvement among Nigerian workers. Gender and Behav- iour, 9 (2), 4005-4036.
  • Biswas, S. (2009). Affective commitment as a mediator between psychological climate and job involvement. Journal of Management & Public Policy, 1 (1), 22-32.
  • Burton, J. P., Holtom, B. C., Sablynski, C. J., Mitchell, T. R., ve Lee, T. W. (2010). The buffering effects of job embeddedness on negative shocks. Journal of Vocational Be- havior, 76, 42-51.
  • Chen, C. C. ve Chiu, S. F. (2009). The mediating role of job involvement in the relation- ship between job characteristics and organizational citizenship behavior. The Jour- nal of Social Psychology, 149 (4), 474-494.
  • Ramsey, R., Lassk, F. G., & Marshall, G. W. (1995). Methods in sales research: a critical evaluation of a measure of job involvement: the use of the Lodahl and Kejner (1965) scale with salespeople. Journal of Personal Selling & Sales Management, 15(3), 65-74.
  • Dawley, D. D., ve Andrews, M. C. (2012). Staying put: off-the-job embeddedness as a moderator of the relationship between on-the-job embeddedness and turnover in- tentions. Journal of Leadership & Organizational Studies, 19 (4), 477-485.
  • Hackett, R. D., Lapierre, L. M. ve Hausdorf, P. A. (2001). Understanding the links be- tween work commitment constructs. Journal of Vocational Behavior, 58 (3), 392- 413.
  • Holtom, B. C., Mitchell, T. R. ve Lee, T. W. (2006). Increasing human and social capital by applying job embeddedness theory. Organizational Dynamics, 35 (4), 316-331.
  • Lawler, E. E. (1989). Choosing an involvement strategy. The Academy of Management Executive, 2 (3), 197-204.
  • Lee, T. W., Burch, T. C. ve Mitchell, T. R. (2014). The story of why we stay: a review of job embeddedness. The Annual Review of Organizational Psychology and Organiza- tional Behavior, 2014 (1), 199-216.
  • Lee, T. W., Mitchell, T. R., Sablynski, C. J., Burton, J. P., ve Holtom, B. C. (2004). The effects of job embeddedness on organizational citizenship, job performance, voli- tional absences, and voluntary turnover. The Academy of Management Journal, 47 (5), 711-722.
  • Litinger, N. H. (1982). Job involvement among managers and its relationship to demo- graphic, psychological, and situational forces. Stevens Institute of Technology, New Jersey: USA.
  • Mallol, C. M., Holtom, B. C. ve Lee, T. W. (2007). Job embeddedness in a culturally di- verse environment. Journal of Business and Psychology, 22 (1), 35-44.
  • Milam, J. G. (2012). Why workplace friendships matter: an assessment of workplace friend- ships, employee engagement, job embeddedness and job burnout. California School of Professional Psychology, Alliant International University, California, USA.
  • Mitchell, T. R., Holtom, B. C., Lee T. W. ve Erez, M. (2001). Why people stay: using job embeddedness to predict voluntary turnover. The Academy of Management Journal, 44 (6), 1102-1121.
  • Mitchell, T. R., ve Lee, T. W. (2001). The unfolding model of voluntary turnover and job embeddedness: foundations for a comprehensive theory of attachment. Research in Organizational Behavior, 23, 189-246.
  • Murphy, W. M., Burton, J. P., Henagan S. C. ve Briscoe, J. P (2013). Employee reactions to job insecurity in a declining economy: a longitudinal study of the mediating role of job embeddedness. Group & Organization Management, XX (X), 1-26.
  • Reeve, C. L. ve Smith, C. S. (2001). Refining Lodahl and Kejner's job involvement scale with a convergent evidence approach: applying multiple methods to multiple sam- ples. Organizational Research Methods, 4 (2), 91-111.
  • Reitz, O. E. (2014). Job embeddedness: A concept analysis. Nursing Forum, 49 (3), 159- 166.
  • Reitz, O. E. ve Anderson, M. A. (2011). An overview of job embeddedness. Journal of Professional Nursing, 27 (5), 320-327.
  • Saleh, S. D. ve Hosek, J. (1976). Job involvement: concepts and measurements. The Acad- emy of Management Journal, 19 (2), 213-224
  • Saxena, S. (2014). Why should job identification be distinguished from job involvement? A review of literature. Prin. LN Welingkar Institute of Management Development & Research, XVII (1), 72-88.
  • Shih, N. J. (1991). The antecedents and consequences of job involvement: a case of the Taipei municipal government. University of Pittsburgh, Bradford: USA.
  • Shragay, D. ve Tziner, A. (2011). The generational effect on the relationship between job involvement, work satisfaction, and organizational citizenship behavior. Revista de Psicología del Trabajo y de las Organizaciones, 27 (2), 143-157.
  • Valle, M., Leupold, J. R. ve Leupold, K. L. (2006). Holding on and letting go: the relation- ship between job embeddedness and turnover among pem physicians. Journal of Business Inquiry, 5: 3-10.
  • Van den Broeck, A., De Cuyper, N., De Witte, H., & Vansteenkiste, M. (2010). Not all job demands are equal: Differentiating job hindrances and job challenges in the Job Demands-Resources model. European Journal of Work & Organizational Psycholo- gy, 19 (6), 735-759.
  • Wickramasinghe, D. ve Wickramasinghe, V. (2011). Perceived organisational support, job involvement and turnover intention in lean production in Sri Lanka. The Inter- national Journal of Advanced Manufacturing Technology, 55 (5-8), 817-830.
  • Yoshimura, A. (1996). A review and proposal of job involvement. Keio Business Review, 33, 175-184.
  • Žemgulienè, J. (2013). Perceived ethical leadership and job involvement in the economy- specific context. Organizations and Markets in Emerging Economies, 4 (1), 43-55.
  • Zhang, M., Fried, D., ve Griffeth, R. (2012). Job embeddedness: a review of conceptual- ization and measurement issues. Human Resource Management Review, 22 (3), 220- 231.
Toplam 30 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Research Article
Yazarlar

Özcan Zorlu Bu kişi benim

Ali Avan Bu kişi benim

Şernaz Bulut Bu kişi benim

Yayımlanma Tarihi 1 Nisan 2016
Yayımlandığı Sayı Yıl 2016 Sayı: 1

Kaynak Göster

APA Zorlu, Ö., Avan, A., & Bulut, Ş. (2016). OTEL İŞLETMELERİNDE İŞE BAĞLILIK DÜZEYİNİN ARTTIRILMASI:İŞGÖREN FEDAKÂRLIK TUTUMUNUN ROLÜ. Çatalhöyük Uluslararası Turizm Ve Sosyal Araştırmalar Dergisi(1), 31-46.

Çatalhöyük Uluslararası Turizm ve Sosyal Araştırmalar Dergisi Creative Commons Atıf-GayriTicari 4.0 Uluslararası Lisansı (CC BY NC) ile lisanslanmıştır.