Scholarly record

WAGE AWARD POLICES OF 5-STAR HOTEL ENTERPRISES OPERATING IN THE ACCOMODATION SECTOR IN ISTANBUL AND THEIR EFFECT ON WORKER SATISFACTION (SAMPLE STUDY: COMPARISON BETWEEN CHOSEN PILOT HOTELS)

Hacer Neyir Hacer Neyir Tekeli Yazici

Abstract

Wages and rewarding in the labour-intensive tourism sector are not only motivating for workers but also influential in helping them to cling to lif e and their work. In tourism sector, like in all sectors, worker satisfac tion is reflected on the enterprise. Wage awards lead to the satisfaction of workers in the tourism sector a nd especially in large accommodation enterprises. When we look at the same wage awards from the point of view of employers, we see that they are regarded as expense item. Wage awards, which are important for bot h workers and employers, are provided to workers in large hotel enterprises according to various policies. In the study which will be carried out by choos ing 5-star pilot hotels already serving the sector in Istanbul, the centre of Turkish touris m; issues such as wage policies of hotel's, wage award policies and work er satisfaction will be disc ussed by comparison. In addition to extensive literature analysis, interviews with th e chosen pilot hotels and the data obtained as a result of research will be expressed. Key Words: Human Resources in tourism, Employee Satisfaction, Wage Policie 1. SALARY SYSTEM Three different evaluations should be conducted during salary operations in corporations. These are; • Work evaluation • Personnel evaluation • Performance evaluation As a result of these evaluations, corporations reflect the combined evaluation of characteristics of the work, abilities of th e individual and the performance of the employee onto the salary. The below table reflec ts the schematic structure of salary that the salary of worker is formed depending on the title of work, the performance and the qualities of owned abilities. (Savaş, 2005: 92) 11th International Multidisciplinary Scientific GeoConference SGEM2011 www.sgem.org International Multidisciplinary Scientific GeoConference SGEM 2011 1322 Table 1: Schematic Structure of Salary As known, the importance possessed by the salary for employer and employee shows differences. The importance of salary for employees is at a really high level due to its economic bearing, being the single main in come source of the working individual and determining the economic power. It constitu tes a fundamental instrument meeting almost all needs of working individual and his dependants. Salary is an important factor defining the status of working individual in his workplace and social life. Besides there is a close relation between earned salary and certain fundamental needs such as confidence, status, reputati on and social acceptance. Economic, social and motivating characteristics of salary possess high leve l of importance for employees. On the other hand, the importance of salary is being an expenditure item for employers. While salaries rarely go below 20% of total expenditures in production corporations, they exceed 80% in service businesses. A corporation should have a route map to follow while organizing its own salary system. This map may consist of following articles: (http://www.hasanpoto.com/blog/?p=135 ) • Determining Main Salary Policy and Strategy • Defining Works to Be Included In the System • Executing Work Evaluation • Gathering Market Salary Data • Organizing Salary Structure • Informing Personnel • Applying the New Salary System (In this study, the first artic le holds significance. For this reason, other articles shall not be referred.) 11th International Multidisciplinary Scientific GeoConference SGEM2011 www.sgem.org Education and Accreditation 1323 Salary Strategies are comprised of the combination of payment options allowing management to have enforcement on increasing organizational performance and efficient use of work force under certain c onditions. Salary Policies, on the other hand, comprise a route map regarding the salary management organizing salary criteria and methods. Main salary policies are determined in connection with corporal vision, mission, objectives and human resources policies defined in relation. 1.1. Salary Rewarding Policies To organize a salary system in a corporation, first it is obligatory to define the salary policy of the corporation. In other words, sa lary systems are defined in accordance with the salary policies. Fundamental documents in organizing salary policy are work definitions emerged as a result of work organization process (Ba şaran, 1985). When we think of corporal salary management, this means more than the limited definition that comes to mind, requires more integral thinking. Apart fr om the elements of which tangible equivalent can be calculated, certain elements such as development opportunities and the sense of belonging that are intangible but more important from time to time possess a high level of criticality in determining corporal salary policies. At this point, it is necessary to evaluate human resources systems and corporate culture as a whole and to examine commitment of employees to corporation and active factors in this context in relation to each other. As the success of human resources systems depends on establishing the proper integration between each system and on their compliance with corporate culture, investigating the current condition and designing the future solely from the point of salary management shall undoubtedly remain inadequate. Salary policy varies from one corporation to another. Salary policy, however, has certain universal principles. These may be listed as: • The payment made for a work should not be lower than the other payments for the same quality works in similar corporations. • The payment made for a work in one corporation should be equal to the payment made for other works in the same quality. • The payment should be regarded as fair by employees. • On normal conditions, when an employee is appointed to an upper position, the salary for this new duty should be higher than the previous salary. • The salary should be paid for everyone in deserved amounts without causing any discrimination or disturbance. • The salary policy of the corporation should be flexible enough to concord with the changing environmental conditions. The executed salary order should be in enough clarity and quality that can easily be comprehended by each employee of the corporation. This condition is a matter of question today (Ergül, 2006:5). 2. EMPLOYEE SATISFACTIO 1 (CO 1TE1T) A 1D AFFECTI 1G FACTORS Motivation is an event of acting in direction of own ambitions and desires in order to realize a certain objective of an individual. This can only be realized by fulfilling the expectation of the employee, in other word s, by providing work satisfaction (Örücü- 2002:12). 11th International Multidisciplinary Scientific GeoConference SGEM2011 www.sgem.org International Multidisciplinary Scientific GeoConference SGEM 2011 1324 Realizing the work satisfaction of the employee holds a big importance in increasing the service quality to be provided by the same employee. Yet; work satisfaction is the positive attitude of the employ ee towards his own work and work environment and if works satisfaction is not provided on the em ployee, a decrease in service quality shall be unavoidable. In this context, work satisf action is an important factor affecting the performance of the personnel, turnover rate of the employee, growth rate, efficiency and finally profitability of the organization (Oktay, 2004:254). Motivation is the process of prompting and supporting the individual by creating a work environment that can satisfy the needs of the individual. In order to healthfully execute this process, first it is obligatory to define what are the expectations of the employee from the corporation and to determine to what extent such expectations are met or overcome ( Şimşek, 1995:92). Regarding this point, when a literature research is conducted to look for what can be the factor s affecting the satisfaction of an employee in the accommodation corporation, following fact ors can be defined as active factors in the process (Örücü, 2005:147): • Demographical Factors (Gender, age, persona lity or work status can be included in factors affecting work satisfaction.) • Corporate Salary and Social Security Policy • Physical Conditions of Work Place • Internal Communication and Management • Corporate Working Hours and Vacation Opportunities • Education and Training Process and Personality of Employee 3. ADVA1TAGES OF REWARD MA1AGEME1T I1 ACCOMMODATIO1 SECTOR As a result of literature resear ch and pilot hotel interviews , the advantages of reward system for internal customers, in other words employees are summarized below: • Creating a positive corporate culture where people can feel honor and accomplishment. • Emphasizing the corporate values especially in perfectionism, performance, team work and quality. • Giving the message to high pot ential employees that they will be rewarded when they deserve to be. • Increasing motivation and commitments of employee. • Comprehension by employee what kind of behaviors are valued for corporation. • Providing development and growth by the integration of reward management policy, system and procedures with human resources strategies. 11th International Multidisciplinary Scientific GeoConference SGEM2011 www.sgem.org Education and Accreditation 1325 • Making it easy for other personnel to reach this level by reviewing the accomplishment processes of the personnel that have been rewarded, proved a high performance or developed certain abilities. RESULT As in all sectors, salary takes an impor tant place also in the accommodation sector. Today organizations are in need of various production factors with the aim of reaching their defined targets. Among these factors, the most important and the most difficult one to control is undoubtedly the effort factor. Human effort contributes to the objectives of a corporation by combining with other produc tion factors. In the post-industrial era where working life shows a critical and chaotic view, making employees embrace working and the work place and trying to in crease organizational performance in this direction are among the top priority concerns of managers (Sapancalı, 1993:55). Employees work efficiently to the extent they are satisfied with their own work or work environment. For this reason, managers sh ould exert efforts to fulfill not only the financial and social requirements of employees but also their psychological needs. At his point, managers operate their corporations by rationally getting use of the motivation process (Birdal and Aydemir, 1992:136). We can state in the light of the informati on gathered as a result of the comparison of pilot hotels selected among the accommodati on corporations operating in Istanbul in this study that the salary applications execu ted by the corporations have an effect on both the employees and the corporation in terms of performance. Thus, corporations willing to sustain their entities should revise their own salary policies according to changing conditions and first look for satisfy ing their internal customers before the external ones. This should be kept in mind that satisfying external customers requires the satisfaction of internal customers, employees in other words. REFERE1CES [1]Başaran, Ethem. Örgütlerde İşgören Hizmetlerinin Yönetimi., Ankara: A.Ü. E ğitim Bilimleri Fakültesi Yayınları, No: 139,1985. [2]Birdal, İlker & Nilgün Aydemir; Yönetim Teorileri, Sistem Yayı ncılık, İstanbul: 1992. [3]Savaş, Tuğrul, 360 Derece Performans De ğerlendirmesi ve Ücret Yönetimine Etkisi, İstanbul: Çantay yayınları,2005 [4]Ergül, H.Fazl ı(2006). Kurumlarda Ücret, Ücret Sistemleri ve Ücret-Baş arı İlişkisi (Wage, Wage System and Wage-Succes Relet ıonshıp In Inst ıtutıons) Elektronik Sosyal Bilimler Dergisi www .e-sosder.com(E.T: 26.04.2010) [5]Örücü, Edip ve Çolak, Ramazan "Üniversite Ö ğretim Elemanlarında İş Doyumu ve Motivasyon" Muğla:2002, Muğla Üniversitesi İ.İ.B.F, İktisat İşletme ve Finans Dergisi, Sayı:3,Cilt:l6 [6]Emir Oktay, Baytok Ahmet, (2004), 1. Balıkesir Turizm Kongresi, Kongre Kitabı 11th International Multidisciplinary Scientific GeoConference SGEM2011 www.sgem.org International Multidisciplinary Scientific GeoConference SGEM 2011 1326 [7]Sapancalı, Faruk; “Çal ışanların Güdülenmesinde Kullan ılan Özendirici Araçlar”, Verimlilik Dergisi, Milli prodüktivite Merkezi Yayını, Ankara:1993. [8]Şimşek, Levent. "İş Tatmini", Verimlilik Dergisi, Ankara:1995 [9]Örücü, Edip Ve Füsun Esenkal(2005), Konaklama İşletmelerinde İş Gören Tatminini Etkileyen Faktörler (Bandı rma Ve Erdek Örne ği) sbe.balikesir.edu.tr/Dergi/Edergi/C8s14/Makale/C8s14m8.Pdf (E.T: 07.04.2010) [10](http://www.hasanpoto.com/blog/?p=135) (E.T: 01.05.2010) 11th International Multidisciplinary Scientific GeoConference SGEM2011 www.sgem.org

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DOI resolver: doi.org/10.5593/sgem2011/s23.116

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