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МЕНЕДЖМЕНТ И МАРКЕТИНГ: ТЕОРИЯ, МЕТОДОЛОГИЯ, ПРАКТИКА
Вестник Омского университета. Серия «Экономика». 2016. № 1. С. 93-98. УДК 33.331.1
ANALYSIS OF THE EMPLOYEES' CONTENTMENT IN HOTEL'S RESTAURANTS OF GYOR
C. Komwes
The significant fluctuation of high degree in hospitality occurs more often in Gyor as in other regions of the country due to greater proximity to the Austrian border. During my research I investigated the factors what are the driving forces that motivate employees to stay in Hungary and work in their home country; what can be attractive the city of Gyor in the job market?
After graduating from secondary research, primary research methodologies were applied to the topic to gather missing information data. My primary research consists of two parts: on the one hand I was examined the actions of human resource considering the standpoints of employees with the help of survey research. The sample was not representative of the questionnaire; it was randomly chosen at individual workplaces. On the other hand, all my hypotheses were corroborated based on structured interviews with leaders in the hospitality companies.
Key words: labor, HR, employee turnover, motivation, EQ.
Introduction. This research is based on my doctor's degree, in which I examine the relationship between Human Resource and hospitality. It is my purpose to define those human resource-related specifications which can be adapted to catering as well as those methods and means, which help employers to motivate their employees: that is, how the expectations and interests of both the employers' and the workers' side can be approached to each other, or whether the employer ensures the opportunity to the workers for life-long learning in order to keep the invisible capital, the Intellectual Capital (shortly IC).
We lack of hospitality-related literature in Hungary, this is the reason why I gain most of my secondary research from foreign specialised literature. At present qualitative research is being carried out from the part of employees, which will be followed by a quantitative research involving employers. In my view, my doctoral dissertation will supply a deficiency for our national specialised literature.
Phrasing the hypotheses
H1: Employees are content with their actual
jobs
H2: Employers encourage their workers to take their own initiative during the course of their work
H3: Each employee has the command of the right professional competence to do the given scope of activity
Review of the specialised literature. The principles of reward management were formulated
by Armstrong and Murlis (2005), which declare that employers are obliged to work out a strategy along the values represented by the organisation and they are supposed to reward their workers in a fair, even and consistent way. The task of the Human Resource management is not only recruitment and employing new colleagues but also keeping key persons, becoming a learning organisation and first of all, learning. Poór (2013) claims that stimulation management can be realised flexibly by relying on the interests of the employees, connecting guided requirements to the attainment of specific organisational goals. This will make it possible for the employees to become interested and the employers enforce their own goals by creating and operating a remuneration (stimulating) system. The employers apply these factors in a way that the employees' interests are parallel to theirs and they enhance each other. In Teson's view (2008) the leader combines motivation and responsibility to create the right conditions from the part of the management, which generate a self-reinforcing (inner) motivation in the employees, in this way, progress can involve the possibility of the highest efficiency.
In case of inappropriate communication channels Teson is on the opinion that the running of the organisation is disfunctional, the guests might be overburdened or they do not understand the jargon. He emphasises the importance of both the vertical and the horizontal communication in the right functioning of the organisation. Inappropriate communication may diminish the employees'
© C. Komíves, 2016
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commitment to the company, which leads to growing fluctuation. Nickson's interpretation (2013) is that the paternalist countries of southeastern Asia have an advantage over western societies, given the fact that in these countries the members of an organisation stay together after the working hours, in this way precision and loyalty become even more efficient in the organisational culture. As for security, young people are in the most endangered situation as they are particularly exposed to violence and abuse at the workplace. Unfortunately there is a growing number of verbal and physical instances of these.
The employees' satisfaction depends on the organization's culture, which defines the national culture, on the leadership style Hofstede G., Hofstede G.J. (2005), on the motivation, the work climate, the responsibility, the apparation of employees and HR activities. The last one has an important role to influence employees in what to believe, what opinion to have, with that it develops the culture of the company Trompenaars (1993).
The methodology of the research. Following the secondary research, I applied primary research methods in order to collect the missing pieces of information and data. My primary research involved quantitative methods (questionnaires), and I chose locations within one, two and three km diameter circles in the town centre of Gyor. The restaurants examined are restaurants of three and four-star hotels, all first class. Each em-
ployee at each location was given a questionnaire; samples were taken from 80 persons, 20 women and 60 men. The scopes of activity were the following: six middle managers (two F&B managers, two assistant restaurant managers, and two assistant chefs), 74 employees (39 waiters and 35 cooks). 58 persons work in four-star hotels, 22 are employed in three-star hotels. The questionnaire included four groups of questions as well as demographic data (sex, age, qualification). In the first group of questions I asked the people about working conditions and motivation: are they appreciated and stimulated to make the restaurant work more effectively, are they satisfied with the remuneration and the working order?
In the second, they were asked about commitment and willingness to cooperate: how long they have been working in the restaurant, whether their goals are in accordance with the goals of the organisation. In the third group of questions I examined the chances of personal and professional progress: whether they consider it realistic to make professional progress. In the fourth, I asked questions about the organisational culture, the flow of information and the relationship between the HR and the employees: do they consider the atmosphere at the workplace people-centred; furthermore, can they turn to their HR colleague with their questions? 20 scales, three nominal questions and an open question appear in the questionnaire (fig. 1).
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Fig. 1. The model of the research
The results of the research. After inputting the data, they were processed with the help of the program SPSS 19, and I applied descriptive statistical, frequency and cross-chart analysis, as well as correlational research. As for the proportion of the sexes, the hospitality industry is still masculine; however, during the first decades of the 21st century, women will have the advantage. As far as age is concerned, 20 % of the men are between 26 and 30, 17 % are between 20 and 26, 42 % are between 30 and 40 and 21 % are between 50 and 60. In case of women, the age groups are more evenly divided, 43 % of them are between 20 and 30, 50 % are between 30 and 40, 7 % are between 40, and 60.
The correlation between qualification and the command of foreign languages has also been proved; the main reason is that two professional language certificates are required when graduat-
Fig. 3 illustrates the salaries defined with three outputs: lower than acceptable in the industry, acceptable, higher than acceptable in the industry. As for the competitiveness of the salaries, 70 % of the respondents consider the salaries ac-
I performed a correlational analysis to prove that the recognition of the employees, the sense of a secure job, the satisfaction with the remuneration and the number of years spent in the job correlate
ing from college. Six out of eight persons with college degree speak English and German, one speaks German and Spanish, one speaks English and French. Among those who have secondary technical school qualification there are ten persons who speak German, five who speak English and one who speaks English and Russian. Among those people who have vocational school qualification, one person speaks two foreign languages (English and Russian), ten persons speak German and five English. Twenty-five of these people have a working knowledge of German.
My first hypothesis is related to the degree of contentment in connection with remuneration. The result of my research is shown in fig. 2.
13,8 % of the respondents strongly disagree, 10 % disagree, 35 % undecided. 17,5 % agree, 23,8 % are strongly agree with the remuneration.
ceptable, 25 % consider them lower than acceptable in the industry and only 5 % think they are higher than acceptable. The variation is 1.3, which is high, the bell curve is not symmetrical, it shows a distortion on the left side.
with one another (fig. 4). Most of the respondents chose the option "undecided", which I considered a pressurised answer and following Hampel's robust model, thus I excluded them from the research.
I am satisfied with the remuneration and the working order
Frequency Percent Valid Percent Cumulative Percent
Valid strongly disagree 11 13,8 13,8 13,8
disagree 8 10,0 10,0 23,8
undecided 28 35,0 35,0 58,8
agree 14 17,5 17,5 76,3
strongly agree 19 23,8 23,8 100,0
Total 80 100,0 100,0
Fig. 2. The examination of satisfaction
In your opinion, is your salary competitive in the hospitality industry?
Frequency Percent Valid Percent Cumulative Percent
Valid lower than acceptable in the industry 20 25,0 25,0 25,0
acceptable in the industry 56 70,0 70,0 95,0
higher than acceptable in the industry 4 5,0 5,0 100,0
Total 80 100,0 100,0
Fig. 3. The examination of the competitiveness of the salaries
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C. Kômrnes
Histogram
Mean = 3,28 Sd. De». = 1,312 N = 80
I am satisfied with the remuneration and the working order
Fig. 4. The examination of contentment
Fig. 5 represents the relationship between each criterion, as the values are between 0,2 and 0,355, that is, they approach 0. The value of esteem and satisfaction is 0,5, which does not imply
a close connection. The only extremely high value is 0,652, which shows that the length of time spent at the same workplace and the sense of a secure job are not closely related.
Wly work is appreciated and recognised, I am encouraged to take my own initiative forthe more efficient running of our organisation
I am satisfied with the remuneration and the working order I feel my job is secure How long, on average, did you use to work at the same workplace?
My work Is appreciated and recognised, I am encouraged to take my own Initiative for the more efficient running of our organisation Pearson Correlation Slg. (2-tailed) N 1 80 ,500" ,000 80 ,284" ,011 80 ,234" ,037 80
I am satisfied with the remuneration and the working order Pearson Correlation Slg. (2-tailed) ,500"" ,000 1 ,409"* ,000 ,355" ,001
N SO 80 80 80
I feel my job is secure Pearson Correlation ,284* ,409" 1 ,051
Slg. (2-tailed) ,011 ,000 ,652
N 80 80 80 80
How long, on average, did you use to work at the same workplace? Pearson Correlation Slg. (2-tailed) ,234" ,037 ,355" ,001 ,051 ,652 1
N 80 80 80 80
" Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed).
Fig. 5. Correlational matrix
My first hypothesis, that the employees are satisfied with their actual job, did not prove true. When analysing the second hypothesis, I found out the following: 33,8 % of those asked strongly
disagree, 28,8 % agree, 26,8 % strongly agree that their work is appreciated and they are encouraged to make proposals to ensure a more efficient functioning (fig. 6).
My second hypothesis did not prove true either as 33,8 % of the respondents feel that their employers do not appreciate them and they are
not stimulated to contribute to the organisational goals (fig. 7).
My work is appreciated and recognised, I am encouraged to take my own initiative for the more efficient running of our organisation
Frequency Percent Valid Percent Cumulative Percent
Valid strongly disagree 27 33,8 33,8 33,8
disagree 6 7,5 7,5 41,3
undecided 3 3,8 3,8 45,0
agree 23 28,8 28,8 73,8
strongly agree 21 26,3 26,3 100,0
Total 80 100,0 100,0
Fig. 6. Esteem of the workers at the workplaces
Histogram
My work is appreciated and recognised, I am encouraged to take my own initiative for the more efficient running of our organisation
Fig. 7. The esteem of the employees at the workplaces
As far as my third hypothesis is concerned, I reached the following conclusion: all the employees have the professional qualification necessary for doing the job; eight of them have academic, eighteen have secondary technical, 56 have vocational school qualification. The most widely spoken foreign language is German, because of the vicinity of the Austrian border: six people with academic, ten people with secondary technical, twenty-one with vocational school qualification speak this language. Regarding English, the numbers are far lower: six persons with academic,
five persons with secondary technical qualification speak English. As for professional experience, three quarters of the respondents have spent more than five years in the hospitality industry, consequently, my third hypothesis proved true.
Summary. At an early stage of my research interesting data were found, which, naturally, need to be broadened. The scope of sampling is not sufficient to be presented with relevant data. In such a small quantity considerable relationships and the dominance cannot be identified. The range of the research covers the region, Bu-
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dapest and the seat towns of the southern and eastern Hungarian counties. In case of sufficient information (600 persons) I am planning to use regressive examination to point out to what extent the dependent variables depend on the changing independent variables such as salaries, atmosphere at the workplace or loyalty. The task of Human Resource management is motivation, which, at the beginning of our century, has to be solved flexibly by approaching the interests of the two sides. In order to achieve this, we must find
the balance which ensures it for them. In my view, the raison d'être of the HR is beyond question at the beginning of the 21st century. It would be promising if employers recognised the fact that the HR and SHR are not unnecessary and wrong but they enhance the successfulness of the businesses by retaining the key persons and improving their employees' professional competence in order that the knowledge accumulated by the organisation and the IC of the employees continues to strengthen the given organisation.
Armstrong, M., Murlis, H. (2005), Reward Management. A Handbook of Remuneration Strategy and Practice, London: Kogan Page Limited.
Hofstede, G., Hofstede, G. J. (2005), Cultures and Organizations. Software of the Mind. Intercultural Cooperation and Its Importance for Survival, The McGraw Hill Companies, pp. 291— 296.
Nickson, D. (2013), Human Resource Manegement for the Hospitality and Tourism Industries, London: Routledge, pp. 243-258.
(2013), Poór József: Rugalmas osztonzés rugalmas juttatások, Budapest: Complex Kiadó, pp.45-47.
Tesone, D. (2008), Handbook of hospitality human resources management, Elsevier Ltd., pp.63-66, 128-130, 178.
Trompenaars, F. (1993), Riding the Waves of Culture. Understanding Cultural Diversity in Business, London: Nicholas Brealey Limited, pp. 138-139.
About the author:
Kômives Csaba - assistant lecturer in West Hungarian University, Apâczai Csere Jânos Faculty (Sopron, Hungary) E-mail: komives. csaba@t-online. hu
Статья поступила в редакцию 9 ноября 2015 г.
