Audit of manpower research in the hospitality sector: an example from the Antalya region of Turkey

Aktas, Ahmet; Aksu, A. Akın; Ehtíyar, Rüya; Cengiz, Ali Şeref

doi:10.1108/eum0000000006085

Cited by 9 publications

(6 citation statements)

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“…The hospitality and tourism sector in Turkey represents a significant contributor to its economy and is growing. As a result, there is a potential shortage of skilled, motivated and committed employees in this sector (Akktas et al , 2001; Brotherton et al , 1994). To help meet these needs, a range of school and university programs have been developed in Turkey to fill this gap (Kuslavan and Kuslavan, 2000; Okumus and Yagci, 2006).…”

mentioning

confidence: 99%

Work experiences, satisfactions and psychological well‐being of female and male managers in the hospitality sector in Turkey

Burke

Koyuncu²,

Fiksenbaum³

2008

Equal Opportunities International

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PurposeThe purpose of this paper is to explore gender differences in the work and career experiences of female and male managers and supervisors in the hospitality and tourism sector in Turkey. There is a belief that women tend to be disadvantaged in this sector as few women occupy the senior executive positions and those that do receive less pay. In addition, managerial and professional women in Turkey, in general, are less likely to achieve senior executive positions.Design/methodology/approachThe paper reports research examining the work experiences, work and career satisfactions and psychological well‐being of females and males in managerial and supervisory positions in the hospitality and tourism sector in Turkey. Data were collected in 12 five‐star hotels operating in the Mediterranean and Agean region.FindingsThe paper finds, in answer to the research question – do female and male managers working in the Turkish hospitality and tourism sector report similar personal and work situation demographic characteristics, stable personality traits, work experiences, job satisfaction and levels of psychological well‐being – that the answer was Yes.Originality/valueThe paper is of value in pointing out that although its findings are positive, hospitality and tourism organizations still need to make efforts to support the career aspirations of their female managers and supervisors, and suggests elements which have proved useful in supporting women's career success and advancement.

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mentioning

confidence: 99%

Work experiences, satisfactions and psychological well‐being of female and male managers in the hospitality sector in Turkey

Burke

Koyuncu²,

Fiksenbaum³

2008

Equal Opportunities International

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“…OJT is also associated with increasing productivity and offers an efficient means for upgrading employees' skills, besides costing much less than off-site training (Read and Kleiner, 1996). An overwhelming majority of hotel companies employ this method (Aktaş et al, 2001), most of which in fact use OJT as the sole form of training (Harris, 1995), and may even be seen as relying too heavily upon it (Barrows, 2000). Among other training approaches, OJT has been noted as the single most important (Ramos, Rey-Maquieira and Tugores, 2004), and as a key element in successful hotel food and beverage management (Nebel, Braunlich and Zhang, 1994).…”

Section: Discussionmentioning

confidence: 99%

Foreign training in Jordan’s international hotel chains: a quantitative investigation

Al-Sabi

Masadeh

Maaiah

et al. 2017

TMS

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This paper draws on the perceptions of middle managers in Jordan to identify what determines upper management's decision in International Hotel Chains (IHC) to invest in out-of-country training (OCT). A model employing the presence of relationships between 'attitudes', 'benefits and usefulness', 'barriers' and 'IHC's decision' to invest in OCT, was proposed and examined. A total of 261 middle managers from IHCs in Jordan provided responses to a structured survey. Confirmatory factor analysis validated the dimensions for each construct. Structural equation modelling (SEM) was used to test the relationships among the four constructs of the study. The results showed a direct relationship between attitudes and benefits/usefulness to IHC's decision to invest in OCT, and demonstrated the mediating role of attitudes in the inverse relationship between barriers and IHC's decision to invest in OCT.Keywords: International hotel chains, out-of-country training, middle managers, hotel management practices, Jordan. ResumoEste artigo baseia-se na percepção dos gerentes de nível médio na Jordânia para identificar o que determina a decisão da gerência de topo das Cadeias Hoteleiras Internacionais de investir em treinamento fora do país. Foi proposto e examinado um modelo que emprega a presença de relações entre "atitudes", "benefícios e utilidade", "barreiras" e "decisão das Cadeia Hoteleiras Internacionais" de investir em formação no estrangeiro. Um total de 261 gerentes médios de IHCs na Jordânia deram respostas a uma pesquisa estruturada. A análise fatorial confirmatória validou as dimensões de cada construto. A modelagem de equações estruturais (SEM) foi utilizada para testar as relações entre as quatro construções do estudo. Os resultados mostraram uma relação direta entre atitudes e benefícios / utilidade para a decisão da IHC de investir na formação no estrangeiro e demonstraram o papel mediador das atitudes na relação inversa entre as barreiras e a decisão das Cadeias Hoteleiras Internacionais de investir na formação fora do país. Palavras-chave:Cadeias hoteleiras internacionais, formação fora do país, gestores intermédios, práticas de gestão hoteleira, Jordânia.

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“…The corresponding 2012 figures were almost 32 million tourist visitors and accounting for over US$23 billion in revenue (Turkish Statistical Institute, 2012). The increasing hospitality and tourism industry may therefore result in the shortage of skilled, motivated, and committed employees (Aktas, Aksu, Ehtiyar, & Cengiz, 2001;Aykac, 2010;Brotherton, Woolfenden, & Himmetoglu, 1994). As a result, a number of school and university programmes have been created to meet these needs (Kusluvan & Kusluvan, 2000;Okumus &Yagci, 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

Antecedents and consequences of employee voice behaviour among front-line employees in Turkish hotels

et al. 2013

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This paper explores antecedents and consequences of employee voice behaviour among front-line employees working in the hospitality industry in Turkey. Data were collected from 594 front-line service employees working in 15 top-quality hotels using anonymously completed questionnaires, a 59% response rate. Respondents indicated a generally moderate level of voice behaviour. Personal demographic characteristics and work situation characteristics had few and inconsistent relationships with employee voice behaviour. Males and females were equally likely to engage in voice behaviours. Two aspects of workplace culture were associated with higher levels of employee voice behaviour. Employees engaging in more voice behaviour were also more job-satisfied, more work-engaged, and more likely to remain with their employer.

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Audit of manpower research in the hospitality sector: an example from the Antalya region of Turkey

Cited by 9 publications

References 0 publications

Work experiences, satisfactions and psychological well‐being of female and male managers in the hospitality sector in Turkey

Work experiences, satisfactions and psychological well‐being of female and male managers in the hospitality sector in Turkey

Foreign training in Jordan’s international hotel chains: a quantitative investigation

Antecedents and consequences of employee voice behaviour among front-line employees in Turkish hotels

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