Mehmet Akif Ersoy Üniversitesi Sosyal Bilimler Enstitüsü Dergisi (May 2021)
Turizm İşletmelerinde Performans Değerlendirme Sürecinin Önemi Üzerine Bir Araştırma
Abstract
Turizm işletmeleri insan gücüne dayalı olarak faaliyet göstermektedir. Bundan dolayı belirlenen hedeflere ulaşabilmek için insan kaynaklarının etkin bir şekilde değerlendirilmesi gerekmektedir. Bu konuda her yıl pek çok çalışma yapılmakta ve birçok ölçek geliştirilmektedir. Şüphesiz her çalışma kendinden önce yapılanların eksikliklerini gidermek veya daha iyi sonuçlar almak için yapılmıştır. İlgili alan yazın incelendiğinde performans değerlendirmenin önemi birçok kişi ve kurum tarafından henüz tam olarak anlaşılamamıştır. Performans değerlendirmenin önemine ve sağlayacağı faydalara dikkat çekmek için hazırlanan bu çalışmanın verileri Bişkek’te faaliyet gösteren konaklama işletmelerinde çalışanlardan elde edilmiştir. Elektronik ortamda değerlendirilen veriler ile işletmelerde kullanılan performans değerlendirme yöntemleri, önemi, amacı ve sağlayacağı avantajlar araştırılmıştır. Bunun için araştırmada betimsel istatistikler, faktör analizi ve farklılık testlerinden yararlanılmıştır. Analiz sonuçları ilgili tablolar yardımıyla yorumlanmış ve performans değerlendirme ile ilgili düşüncelerin demografik özelliklere göre farklılıkları belirlenmeye çalışılmıştır. Araştırma gerekli öneriler ile sonuçlandırılmıştır. Hazırlanan bu çalışma personele, yöneticilere ve performans değerlendirme konusunda yapılacak çalışmalara fayda sağlayacağı düşünülmektedir. EXTENDED SUMMARY Background According to the performance evaluation results applied in Hotel Enterprises, employees are provided to use their abilities effectively and to reveal their potential. In addition, employee needs are determined through the assessment and applicable motivation processes are developed (Pınarbaşı, 2007). The approach of the employees to the customer and the provision of products and services in accordance with their demands contribute to the achievement of the goals of both the staff and the business (Tütüncü and Tarlan, 2001). No matter how much the scope of the product or service that businesses offer to the market varies, it is important that the duties and responsibilities in the sector in which they operate are carried out efficiently. Therefore, the main responsibility lies with management. It is recommended that managers determine effective plans and strategies in order to achieve their goals, and create an effective performance evaluation process with their realization. Because such an application will contribute to the action of all employees and departments in the enterprise towards the same purpose. Purpose The purpose of this research is to determine the attitudes of the employees regarding the performance evaluation process applied in the company. In addition, it is aimed to determine whether employees' attitudes towards performance evaluation differ according to their demographic characteristics. Method The data have been collected with the help of a questionnaire. The questionnaire consists of two parts. In the first part, demographic questions are included, and in the second part, a 25-items “performance evaluation attitude scale” (Kara, 2008) is included. The universe of the research consists of employees in hotel establishments operating in Bishkek. In February-March 2019, 238 people were reached using the convenience sampling method, one of the non-random sampling methods. The analyses have been carried out through the statistics program with 234 questionnaires. Findings As a result of the explanatory factor analysis (AFA) conducted on the performance evaluation attitude scale, it is understood that 23 items have been collected under four dimensions and explained 63.29% of the total variance. These dimensions are: working conditions (46.15%), communication and adaptation (7.20%), skills and experience (5.42%) and motivation and productivity (4.71%). According to the gender and marital status of the employees, there is no significant difference in their attitudes towards the performance evaluation process. Significant differences have been found in the attitudes towards performance evaluation according to the ages of the participants. According to the results of ANOVA and Post-Hoc LSD test, it has been understood that there is a significant difference between the 26-30 age group and the 31-35 age group in the "Skill and Experience" dimension of the performance evaluation process. In addition, a significant difference has been found in participants aged 36 years and older compared to participants aged 25 years and younger and 31-35 years in the "Skills and Experience" dimension. In the "Motivation and Productivity" dimension, it has been observed that the attitudes towards performance evaluation of the participants aged 26-30 differs compared to the participants aged 25 and under and aged 31-35. Participants aged 36 and over of the same size have been found to have higher perceptions of performance evaluation compared to those aged 25 and under. It has been determined that the attitudes of the employees towards the performance evaluation process do not differ according to their education, department and income levels. An analysis of variance (ANOVA) has been conducted to determine whether there is a difference in the attitudes of the employees towards the performance evaluation process according to their working time in the sector. Differentiation has been determined in the attitudes of the participants towards the performance evaluation process according to their working time in the sector. Accordingly, in the "Working Conditions" dimension of the performance appraisal attitude scale, it has been determined that those working in the tourism sector for 1 year or less have higher attitudes towards performance evaluation compared to those who work between 2-4 years. In addition, it has been determined that the performance evaluation attitudes of those working in the sector for 5 years or more are higher compared to those who work between 2-4 years. Similar results have been found in the “communication and adaptation” dimension, as in the “working conditions” dimension. Accordingly, it has been understood that those who work in the tourism sector for 1 year and Under have a higher performance evaluation attitude compared to those who work for 2-4 years. It has been observed that the performance evaluation attitudes of those who work in the sector for 5 years or more are higher compared to those who work between 2-4 years. Besides, according to the results of the variance analysis, no significant difference has been found in the attitudes of the participants towards the performance evaluation process according to their working time in the current enterprise. Conclusions As a result of this research, businesses that operate in the tourism sector to achieve the goals set by realistic targets and effective performance appraisal should have a process to keep track of their results. In this study, it is understood that performance evaluation is vital for all businesses operating in the service sector. For performance evaluation, objective methods should be used, not subjective. An effective evaluation helps to achieve both corporate and individual goals and increase productivity and motivation. Because of this, it is believed that the preferred method and data obtained in this prepared study may also be a reference for other research, different sectors, businesses, and employees.
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